Dissertation Flavia

CUSTOMER SERVICE AND ORGANIZATIONAL PERFORMANCE: A CASE OF
CITY TYRES UGANDA
BY
NAMANYA FLAVIA
19/MBA/KLA/WKD/0064
A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCES
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
AWARD OF MASTER OF BUSINESS ADMINISTRATION
UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2023
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DECLARATION
I, NAMANYA FLAVIA, declare that this dissertation entitled “Customer Service and
Organizational Performance at City Tyres Uganda” is my original work and it has not been
presented to any other institution for any academic award. This has been duly acknowledged
where other people’s work has been used.
Sign ……………………………………. Date………………………………..
NAMANYA FLAVIA
19/MBA/KLA/WKD/0064
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APPROVAL
This is to certify that this dissertation by NAMANYA FLAVIA entitled, “Customer Service and
Organizational Performance at City Tyres Uganda.” has been submitted for examination with my
approval as Institute supervisor.
Sign ……………………………………. Date………………………………..
Dr. Nuwagaba Innocent
Supervisor
Uganda Management Institute
Sign ……………………………………. Date………………………………..
Mr. Wanume Paul
Supervisor
Uganda Management Institute
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DEDICATION
This dissertation is dedicated to my family members, especially my dear husband, my children,
and my parents, for their support and moral encouragement.
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ACKNOWLEDGEMENT
I am deeply indebted to my research supervisors Dr. Nuwagaba innocent and Mr. Wanume Paul
for their patience with my inadequacies as they guided me through the research process. Without
their parental and professional input, this research would have been difficult to elevate to its
current level.
I acknowledge with gratitude the contributions and cooperation made by the respondents from
City Tyres Uganda for their willingness to provide the necessary information when I visited the
institution during the research process. Without their cooperation, this study would have been
impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, persons who dealt with secretarial
work, and those who read through the questionnaires and perfected the draft report.
I deeply treasure the above persons' contributions and ask God Almighty to richly bless them.
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TABLE OF CONTENTS
DECLARATION............................................................................................................................I
APPROVAL..................................................................................................................................II
DEDICATION............................................................................................................................III
ACKNOWLEDGEMENT..........................................................................................................IV
TABLE OF CONTENTS.............................................................................................................V
LIST OF TABLES........................................................................................................................X
LIST OF FIGURES....................................................................................................................XI
LIST OF ACRONYMS AND ABBREVIATIONS.................................................................XII
ABSTRACT..............................................................................................................................XIII
CHAPTER ONE............................................................................................................................1
INTRODUCTION.........................................................................................................................1
1.1 Introduction...............................................................................................................................1
1.2 Background Of The Study.........................................................................................................1
1.2.1 Historical Background............................................................................................................1
1.2.2 Theoretical Background.........................................................................................................3
1.2.3. Conceptual Background........................................................................................................4
1.2.4 Contextual Background..........................................................................................................5
1.3 Statement Of The Problem........................................................................................................6
1.4 Purpose Of The Study...............................................................................................................6
1.5 Specific Objectives....................................................................................................................7
1.6 Research Questions...................................................................................................................7
1.7 Research Hypothesis.................................................................................................................7

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1.8 Conceptual Framework.............................................................................................................7
1.9 Significance Of The Study........................................................................................................8
1.10 Justification Of The Study.......................................................................................................8
1.11 Scope Of The Study.................................................................................................................8
1.11.1 Geographical Scope..............................................................................................................9
1.11.2 Content Scope.......................................................................................................................9
1.11.3 Time Scope...........................................................................................................................9
CHAPTER TWO.........................................................................................................................10
LITERATURE REVIEW...........................................................................................................10
2.1 Introduction.............................................................................................................................10
2.2 Theoretical Review..................................................................................................................10
2.3 Conceptual Reviews................................................................................................................11
2.3.1 Organizational Performance.................................................................................................11
2.4 Review Of The Related Literature..........................................................................................12
2.4.1 Reliability And Organizational Performance.......................................................................12
2.4.2 Responsiveness And The Organizational Performance.......................................................13
2.4.3 Empathy And Organizational Performance..........................................................................15
2.5 Summary Of Literature Review..............................................................................................16
CHAPTER THREE.....................................................................................................................17
METHODOLOGY......................................................................................................................17
3.1 Introduction.............................................................................................................................17
3.2. Research Design.....................................................................................................................17
3.3 Study Population.....................................................................................................................17
3.4 Determination Of The Sample Size.........................................................................................17

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3.5 Sample Techniques And Procedures.......................................................................................18
3.5.1 Census Sampling...................................................................................................................18
3.6 Data Collection Methods.........................................................................................................19
3.6.1 Questionnaire Survey Method..............................................................................................19
3.6.2 Interview...............................................................................................................................19
3.6 Data Collection Instruments....................................................................................................19
3.6.1 Questionnaire........................................................................................................................20
3.6.2 Interview Guide....................................................................................................................20
3.7 Data Quality Control...............................................................................................................20
3.8.2 Reliability Of The Questionnaire.........................................................................................22
Results In Table 3.3 Revealed The Reliability Of The Questionnaire To Be 0.823.....................23
3.8.3 Trustworthiness Of The Interview Guide.............................................................................23
3.8 Data Collection Procedures.....................................................................................................25
3.9 Data Analysis...........................................................................................................................25
3.10.1 Quantitative Analysis.........................................................................................................25
3.11 Variable Measurement...........................................................................................................26
3.11 Ethical Consideration............................................................................................................26
CHAPTER FOUR.......................................................................................................................28
PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS..................................28
4.1 Introduction...........................................................................................................................28
4.2 Response Rate.........................................................................................................................28
4.3 Background Information.........................................................................................................29
4.3.1 Gender Of Respondent.........................................................................................................29
4.3.2 Age Of Respondents.............................................................................................................29

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4.3.3 Educational Level Of The Respondents...............................................................................30
4.3.4 Years Of Services.................................................................................................................31
4.4 Empirical Findings From The Study.......................................................................................32
4.4.1 Organizational Performance At City Tyres Uganda............................................................32
4.4.2 Reliability And Organizational Performance At City Tyres Uganda...................................35
4.4.3 Responsiveness And Organizational Performance At City Tyres Uganda..........................38
4.4.4 Empathy And Organizational Performance At City Tyres Uganda.....................................41
CHAPTER FIVE.........................................................................................................................44
SUMMMARY, DISCUSION, CONCLUSIONS AND RECOMMENDATIONS.................44
5.1 Introduction.............................................................................................................................44
5.2 Summary Of Key Findings......................................................................................................44
5.2.3 The Influence Of Empathy On Organizational Performance...............................................44
5.3 Discussion Of Findings...........................................................................................................44
5.4 Conclusion...............................................................................................................................47
5.5 Recommendations...................................................................................................................48

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5.6 Suggestions For Further Studies..............................................................................................49
REFERENCES............................................................................................................................50
APPENDIX 1: QUESTIONNAIRE FOR THE TYRE FITTERS AND ALIGNERS,
CUSTOMERS AND MARKETERS.........................................................................................59
APPENDIX II: INTERVIEW GUIDE FOR THE MANAGER AND SUPERVISOR.........62
APPENDIX III: SAMPLE SIZE FROM A GIVEN POPULATION.....................................63
APPENDIX IV: PLAGIARISM REPORT...............................................................................64
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LIST OF TABLES
Table 3.1: Sample size determination...........................................................................................24
Table 3.2: A summary of content validity for the questionnaire...................................................30
Table 3.3: Reliability test results of research instruments.............................................................31
Table 3.4: Strategies to ensure trustworthiness for qualitative research.......................................32
Table 4.1: Response rate................................................................................................................37
Table 4.2: Gender of respondents..................................................................................................38
Table 4.3: Descriptive statistics for organizational performance at City Tyres Uganda..............42
Table 4.4: Descriptive statistics for reliability at City Tyres Uganda..........................................45
Table 4.5: Correlation matrix for Reliability and Organizational performance at City Tyres
Uganda...........................................................................................................................................47
Table 4.6: Descriptive statistics for responsiveness at City Tyres Uganda..................................49
Table 4.7: Pearson Correlation for Responsiveness and Organizational performance in City
Tyres Uganda.................................................................................................................................51
Table 4.8: Opinions of respondents on Empathy at City Tyres Uganda.......................................52
Table 4.9: Pearson Correlation Coefficient for Empathy and Organizational performance in City
Tyres Uganda.................................................................................................................................54
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LIST OF FIGURES
Figure 1.1: The relationship between customer service and organizational performance............10
Figure 3.1: Content Validation Procedure.....................................................................................28
Figure 4.1: Age of respondents.....................................................................................................39
Figure 4.2: Level of education of respondents..............................................................................40
Figure 4.3: Working experience....................................................................................................41
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LIST OF ACRONYMS AND ABBREVIATIONS
AWS: American Conflict Principles
SPSS: Statistical Package for Social Scientists
USA: United States of America
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ABSTRACT
The study examined the relationship between customer services and organizational performance:
a case of City Tyres Uganda. The study was specifically premised on the following research
objectives; to examine the relationship of reliability on organizational performance at City Tyres
Uganda, to examine the relationship of responsiveness on organizational performance at City
Tyres Uganda and to examine the relationship of Empathy on organizational performance at City
Tyres Uganda. The study adopted a cross-sectional survey design where both quantitative and
qualitative approaches were used. In this study, out of 171 questionnaires issued, 103 were
returned fully completed, constituting (60%). On the other hand, the researcher held, (07)
interview sessions, out of the planned (10), resulting in a (70%) percentage return. The study
findings indicated a moderate positive relationship between Reliability and organizational
performance; the results indicate a moderate positive relationship between responsiveness and
organizational performance. Finally the results depicted a strong positive correlation between
Empathy and organizational performance in City Tyres Uganda. The study recommended that
the management of City Tyres Uganda should set and monitor customer service performance
targets focusing on service accuracy indicator of providing the service in first time/real time and
an error free frequency to all customers. The managers in various departments should effectively
implement service quality services in the organization. This is imperative in influencing
organizational performance since it can pave way for provision of high quality services in the
organization resulting to improved organizational performance and that the management should
set and monitor service empathy indicators of care related to individualized attention and
understanding of customers’ needs. This should be complemented with the development of
service consideration targets related to treatment of customers opinions and staff access on
request.
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CHAPTER ONE
INTRODUCTION
1.1 Introduction
Organizational performance became crucial during the development of business and ventures in
1920 (Sigurdsson & McGee, 2015). The requirement for organizations to boost large scale
manufacturing and activity productivity, value Supply chain risk management turned into the
point of convergence of management in World. Organizational performance is premised on how
organizations accomplish set goals (Fernanda, 2017). Organizations are focused on creating
performance by comparing projected aims such as efficiency, liquidity and profitability against
set targets. Therefore, this study examined the relationship of customer service on the
organizational performance.
This chapter presented the background of the study, statement of the problem, the purpose of the
study, the research objectives, research questions, research hypotheses, conceptual framework,
justification of the study, the significance of the study, the scope of the study, limitations if any
and operational definitions.
1.2 Background of the study
The background of the study covered four segments that are historical, theoretical, conceptual
and contextual background.
1.2.1 Historical background
Organizational performance dates back to the 18th Century and the initial perception of
performance evaluation was that the emperor hired an "empire appraiser" to judge organizational
performance (Armstrong, 2019). It was in Royal family. In the 16th Century, Ignatius Loyola
established a system for officially evaluating Jesuit members. However, the first formal
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surveillance method arose from the efforts of Frederick Taylor and his cohort before World War
I.
During the 1920s, the rating of US military officials became broad, stretching out not
exclusively to the United Kingdom, yet additionally to parts of the manufacturing plant based
American framework. The Merit Rating began in the United States and the United Kingdom
during the 1950s and 1960s and was periodically renamed to Performance Rating. The
Management by Objectives (MBO) showed up during the 1960s and 1970s, and in lined up with
this, assessment techniques, for example, the Behavior Anchor Evaluation Scale were tried. The
term performance the board was first utilized during the 1970s. It just turned into a reported
interaction in the last part of the 1980s (Armstrong, 2009).
In Africa, organizational performance can be traced to Kahn’s (1990) article, based on
psychological conditions of performance at work. Current research such as Wollard and Shuck
(2017) continue to highlight the advantages of developing a highly productive workforce, and
thus, many organizations are turning to enhancing levels of performance within their influence
(Wollard & Shuck, 2017). Organizational performance is a determined and wide affective-
cognitive state, and high performing organizational are those who have a positive relationship
toward their work and feel effective while performing their jobs (Burke et al., 2019). Highly
performing organizations are so involved and immersed in their jobs that they enjoy the
challenge lose track of time while working, expend more effort on the job, are intrinsically
motivated and have stronger organization commitment (Hakenen et al., 2016).
In Uganda, measuring organizational performance is still a challenge since there is limited
literature showing how each organization performs per each period of time. Many organizations
do not compile related literature to establish the extent to which organizations perform.
According to Kaplan and Norton (1993), organizational performance means the transformation
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of in-puts into outputs for achieving certain outcome. With regard to its content, performance
informs about the relation between minimal and effective cost (economy), between effective cost
and realized output (efficiency) and between output and achieved outcome (effectiveness). In
Uganda, effectiveness of the organization depends on the three basics performance determinants
which include: efficiency and process reliability: human resource and relations and innovation
and adaption to environment (Joseph & Dai, 2009).
Service quality and organizational performance became famous points in the help business
during the 1980s, as per Slack and Singh (2020). The actual delivery of the customer experience,
as well as whether or not those expectations were met, were the respondents of these discussions.
In Uganda, the majority of organizations and businesses are looking at organizational
performance and how they can maintain their customers. This demonstrates that customer
satisfaction, rather than money-making strategies, now play a significant role in improving
organizational performance. A crucial component of a business strategy, along with client
retention and item repurchase, is organizational performance. In any case, the main things that
should meet or exceed customer satisfaction are the product and its features, capabilities,
consistent quality, deal flow, and customer service (Hague & Hague, 2016). Customers who are
satisfied are more likely to buy again. Customer service has been regarded as the primary
determinant of satisfaction despite the impact that other attributes like price and product have on
organizational performance (Fida et al., 2020).
1.2.2 Theoretical background
The study was supported by the servqual model created by Parasuraman, Zeithaml, and Berry
(1985). SERVQUAL is a term that implies Client care, where servqual is a functional instrument
for estimating Client care of 5 builds (Tangibility, Reliability, Responsiveness and Empathy)
with a multi-thing scale created to evaluate view of clients on help. The SERVQUAL model
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assumes that the disparity between the customer's perceptions and expectations determines the
service quality. The customer is pleased if this perceived quality meets their expectations
(Rosha, & Kaur, 2018). After that, a client examined assumptions and observed organizational
performance.
The primary goal of SERVQUAL theory, according to Anwar and Ghafoor (2017) is to identify
the gap in the beneficiary's perception of customer service. That is, the gaps that happen in an
association's regulatory perspective. Additionally, the SERVQUAL is adaptable to any service
organization and has proven to be very useful for evaluating customer service levels. They
further contend that data on Client assistance gaps can assist administrators and managers with
diagnosing where organizational performance improvement can best be designated.
An organization's Customer Service Organizational performance in relation to its customers'
requirements was evaluated using the SERVQUAL model. It upgrades the comprehension
association might interpret customer fulfillment. In the service industry, the SERVQUAL Model
is frequently utilized to comprehend the numerous variations that arise when providing services
to potential customers. There are anyway five basic gaps that can imperil Client assistance. The
model has proven its worth since its inception, and it is now widely used in a variety of
industries, including hospitality. Furthermore the SERVQUAL hypothesis depends on the
clients' assumptions for the help level and their view of the genuine assistance Organizational
performance level. Moreover the SERVQUAL is demonstrated extremely helpful for surveying
levels of client care and it very well may be adjusted to any assistance association. In addition,
they argue that organizational performance is enhanced by providing managers and supervisors
with information on service gaps, which enables them to determine where organizational
performance improvement can be most effectively targeted.
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Most importantly, understanding what customers expect. The strategy permits your organization
to know the level at which the administrations are assessed and to the amount they separate (or
meet) with what their creative mind was according to the client. In the Servqual strategy the
accentuation is put on the need to further develop their administrations continually. Additionally,
it is essential to involve all Tyres fitters, aligners, and teams in the process of company
improvement (Ladhari, 2009). As per Srisuraman et al (1988), According to SERVQUAL,
customer service is the discrepancy between a customer's perceptions of the service they
received and their expectations for the service. Questions about respondents' expectations and
perceptions must be answered. They discovered that customers highly valued the services,
despite the fact that they realized that the perception gaps were slightly negative and that the
services could be improved. The significance of assurance and empathy was demonstrated by
their research.
1.2.3. Conceptual background
Under section, the independent variable is customer service and the dimensions and dependent
variable organizational performance.
Organizational performance is the degree to which an organization is achieving its objectives
and goals. It's a way to see how well an organization can use its human and nonhuman resources
to accomplish its goals and add value to its stakeholders (Hagedoorn & Dagnino, 2021).
Organizational performance can be estimated in numerous ways, like monetary measurements,
consumer loyalty, worker commitment, efficiency, advancement, and natural effect, among
others. Various partners might have alternate points of view on what comprises organizational
performance and may focus on various measurements relying upon their inclinations and
objectives (Hansen & Otley, 2021).
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Effectiveness is the degree which targets are accomplished. Subsequently, the focal point of
effectiveness isn't on cost, yet rather on focusing on the right errands and finishing them as soon
a possible. An exceptionally successful association focuses on its procedure and objectives, to
guarantee that the long haul and strategic focuses of the firm are sought after (Bititci & Carrie,
2022).
A customer review is an assessment of an item or administration made by somebody who has
bought and utilized, or had insight with, an item or administration. On electronic commerce and
online shopping sites, customer reviews are a form of feedback from customers (Lin, Li, & Lin,
2021).
According to Bashir et al (2020) "Customer service" is a correlation between what customers
actually see and what they expect from the assistance they receive. Thusly, Customer service is
the degree and course of a difference between clients' observations and suppositions. Customer
service as defined by Smith and Bolton (2018) is the perception of the quality of service
provided or received, which is essential for increasing user satisfaction and the competitiveness
and effectiveness of organizations.
Reliability is the degree to which a service provider fulfills its promises and acts in the
customer's best interest. According to previous research, the reliability dimension is a crucial
component that fosters trust and, as a result, contributes to loyalty behavior (Abdullah, Khan, &
Ibrahim, 2022).
Responsiveness is the company's capacity to deliver prompt, high-quality service. It necessitates
shortening the duration of each and every connection between the client and the researcher
cooperative. Nam et al (2021) state that the desire, willingness, and preparedness of service
providers to assist customers and provide prompt service is referred to as responsiveness.
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Empathy demonstrates appropriate communication abilities and job knowledge when providing
related services. It's the service providers' capacity for effective client communication; It's
individualized client assistance (Alshurideh et al., 2020).
1.2.4 Contextual background
Beginning around 2000, the assistance arrangement at City Tyres Uganda has been rotating
around the clients (City Tyres Uganda performance reports, 2020). Concerning giving quality
client help, it isn't what the expert association thinks organization is, the client at last gets out
anything it is, consequently it is fundamental to have frameworks to assist the movement of
significant worth client with supporting that conveys the opportunity to make the most impact on
the client at City Tyres Uganda (Businge, 2015). Endeavors have been made to work on the
nature of administrations and guarantee organizational performance by guaranteeing legitimate
responsibility, an incentive for cash and great corporate administration as well as pursuing the
more respectable option by practicing the most elevated moral norms by regarding
responsibilities (City Tyres Uganda Performance Reports, 2020). The significance of
organizational performance in the promoting of brands has acquired a great deal of hypothetical
and observational sponsorship. However, its capacity to cultivate customer service is the subject
of some disagreement (Hansen & Otley, 2021). Besides, it was likewise evaluated that the
immediate impacts of Organizational performance made an immense uncertainty toward client
responsibility (Hagedoorn & Dagnino, 2021), which uncovered a critical gaps in the exploration
for the immediate relationship of both the factors. There has been a need to investigate the
immediate relationship of organizational performance with client responsibility. Its purpose is to
evaluate the relationship of customer service and organizational performance at City Tyres
Uganda. If this association proves to be significant, it will aid in the design of subsequent
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research. The market is changing quickly, and a multinational service economy that places a high
value on customer service is currently flourishing.
1.3 Statement of the problem
Organizational performance is a crucial aspect of any business. In pursuit of high cash inflows
and profit maximization (Asa, et al., 2021). City Tyres Uganda has put in place various policies
to improve customer service which include; collecting feedback on company policies and
processes, training staff regularly, actively asking customers for feedback of services received
and providing responses to all feedback. Despite all the above efforts City Tyres Uganda still
faces challenges in terms of poor service delivery, lack of customer feedback and failure to
review customer feedback regularly. This could probably be a result of poor customer
responsiveness, unreliable connections with customers and lack of empathy from staff. This is
further evidenced by some negative reviews left on the company website by some dissatisfied
customers. This is indicative of customers’ negative perceptions of the service provision within
the organization, which is a critical concern and failure to address it can lead to customer
dissatisfaction that can hinder the organizational goals for achieving the desired competitive
advantage. City Tyres Uganda is bound to lose most of its loyal customers and will find it
extremely difficult to retain customers in the face of intensive competition in the service sector
(City Tyres Uganda performance reports, 2020). It is against this background that the study
examined the relationship of customer service on organizational performance at City Tyres
Uganda.
1.4 Purpose of the study
The purpose of the study is to examine the relationship between customer services and
organizational performance: a case of City Tyres Uganda
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1.5 Specific objectives
i. To examine the relationship of reliability on organizational performance at City Tyres
Uganda
ii. To examine the relationship of responsiveness on organizational performance at City
Tyres Uganda
iii. To examine the relationship of Empathy on organizational performance at City Tyres
Uganda
1.6 Research questions
i. Examine the relationship of reliability on the organizational performance at City Tyres
Uganda?
ii. What is the relationship of responsiveness on the organizational performance at City
Tyres Uganda?
iii. Examine the relationship of empathy on the organizational performance at City Tyres
Uganda?
1.7 Research hypothesis
H1: There is a positive significant relationship between reliability and organizational
performance at City Tyres Uganda
H2: There is a positive significant relationship between responsiveness and organizational
performance at City Tyres Uganda
H3: There is a positive significant relationship between empathy and organizational performance
at City Tyres Uganda
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1.8 Conceptual framework
Customer Service (IV)
Responsiveness
 Prompt services
 Willingness to serve Organizational performance (DV)
 Flexibility
H1
Reliability  Effectiveness in service

 Network accessibility H2 delivery
 Staff availability
 Customer Feedback
 Record keeping
 Customer review
Empathy
 Caring H3
 Consideration
 Meeting expectations
Source: (Adopted from Parasuraman (1985)
Figure 1.1: The relationship between customer service and organizational performance
From Figure 1 above, the independent variable customer service is measured in terms of
responsiveness with subthemes of prompt services, willingness to serve and flexibility, reliability
with subthemes of network accessibility, staff availability and record keeping and empathy with
subthemes of caring, consideration and meeting expectations. The dependent variable
organizational performance is measured in terms of effectiveness in service delivery, customer
feedback and customer review. It is hypothesized that any changes in the independent variable
will affect the dependent variable with the same magnitude.
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1.9 Significance of the study
Business managers was able to use the information gleaned from this study to come up with
innovative strategies for maintaining the organization's performance, attracting new customers,
improving management, and motivating employees.
Academia: This study may provide academicians with both theoretical development and
practical implications for marketing management. The company owners should be able to learn
from the outcome how their customers responded to the various marketing strategies used by
their marketers. This may additionally assist marketers with seeing each promoting
methodology's effectiveness from the purchaser's experience.
1.10 Justification of the study
Customer service has received a lot of attention from businesses. Building relationships with
customers is more important than selling products in today's market; one strategy for forming
relationships with customers is to provide the target with superior value over rivals. With the aim
of improving product and marketing process quality, the majority of businesses today are
implementing quality management programs. This is finished to ensure the quality, reliability,
and responsiveness of the help. Numerous empirical studies conducted in a variety of
organizational contexts, including educational and non-educational organizations, have
established the effects of customer service on organizational performance of hospitality industry-
related attitudes like satisfaction (Sofyani, Riyadh & Fahlevi, 2020). Be that as it may, this has
not been the situation for Ugandan organizations, so the review tried to decide the effect of
Customer service on organizational performance.
1.11 Scope of the study
This section covered geographical scope, content scope and time scope
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1.11.1 Geographical scope
The study was carried out at Mandela Auto Zone, one of the many branches of City Tyres in
Uganda, which is located near Kisenyi, a place full of auto service centers, hence placing heavy
competition on City Tyres as a company and the reason why it has been chosen as an area of
study.
1.11.2 Content Scope
The study focused on Customer Service and the Organizational performance in Uganda: a case at
City Tyres Uganda. Customer service focused on reliability responsiveness and empathy.
Organizational performance focused on effectiveness in service delivery, customer feedback and
customer review.
1.11.3 Time scope
The study covered the period of 2020 – 2022, thus, taking into account two (2) years. This
period was enough to assess the variables under study in the Customer Service and
Organizational performance.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter studied and presented existing literature on the relationship between customer
services and organizational performance: a case of City Tyres Uganda. Literature study was
based on the following objectives for instance, to examine the relationship of reliability on
organizational performance at City Tyres Uganda, to examine the relationship of responsiveness
on organizational performance at City Tyres Uganda and to examine the relationship of Empathy
on organizational performance at City Tyres Uganda. Literature was drawn from secondary
sources such as journal articles, policy documents, and reports. The literature study chapter
constituted of the theoretical, conceptual, the actual study in relation to the specific objectives of
this study and summary of literature study.
2.2 Theoretical review
The Marketing Science Institute's Parasuraman developed the SERVQUAL instrument, which
supported our understanding of service quality (Aliman, & Mohamad, 2016; Parasuraman,
Zeithaml, & Berry, 1985) containing five customer service metrics. There have been a number of
attempts by various researchers to identify variables that measure customer service, with
SERVQUAL (Ismael et al, 2021). The Customer care model has been utilized in various ways in
the greater part of the review reports explored. The main dimensions (or components) of
customer service are outlined in the model; proposes a scale for evaluating customer service
(SERVQUAL) and potential causes of issues with customer service. The SERVQUAL
instrument includes: Reliability, Assurance, Tangibles, Empathy, and Responsiveness, which is
used to determine how well a service meets customers' expectations before and after they use it.
13
The SERVQUAL model was utilized to assess an association's Customer service Organizational
performance to the necessities of its clients. It upgrades the's comprehension association might
interpret customer fulfillment. In the service industry, the SERVQUAL Model is frequently
utilized to comprehend the numerous variations that arise when providing services to potential
customers. It takes into account five significant gaps that could put Customer Service at risk.
Management perception and service-quality specification, customer service specifications and
service delivery, external communications and perceived and expected service, and gap between
customer expectations and perceptions are the five gaps. The model has stood the test of time
and is now widely used in a wide range of sectors, including the service sector.
According to Rosha and Kaur (2018), the primary objective of SERVQUAL theory is to
determine the various omissions that affect how the beneficiary views customer service. That is,
the cracks in an association's regulatory structure. Also, the SERVQUAL is versatile to any help
association and has shown to be exceptionally valuable for assessing customer service levels.
According to Anwar and Ghafoor (2017), "gaps allude to the distinctions between wanted
degrees of Organizational performance and real degrees of organizational performance." This is
the difference between the anticipated level of service and the actual level of service (Juan, et al.,
2017). In the following ways, gaps are important: when a hole is recognized, restorative
activities and interaction improvement ought to happen. Gap analysis is the method for locating
and closing these gaps. The main Hole is the Information on difference between visitor's
assumption and impression of the executives of these assumptions (Absence of information on
patients' assumptions). The hospital must accurately identify patients' needs in order to truly
improve patient service. Therefore, the SERVQUAL instrument can be utilized to aid in this
comprehension. The second GAP is the Standards GAP, which refers to the disparity between
14
what management of a company perceives and customer service specifications (i.e., improper
customer service standards) (Anwar & Balcioglu, 2016).
Application of the model: The model is simple to use and was used frequently to compare an
organization's customer service with that of its rivals. After the data has been analyzed, it is
usually presented publicly so that its strengths and weaknesses can be easily distinguished from
those of the competition. SERVQUAL shows its best value when it is used to follow customer
service patterns and in combination with other types of customer service estimation.
Furthermore, by averaging the distinction scores on the things that make up the five aspects,
SERVQUAL is utilized to evaluate the nature of the organization (Fida et al., 2020). Concluding
the overall meaning of the five viewpoints affecting clients' overall quality knowledge is one
probably utilization of SERVQUAL. According to Kobiruzzaman (2002), a further application
of SERVQUAL is the division of a company's clientele into a number of perceived quality
groups based on their individual SERVQUAL scores.
2.3 Conceptual reviews
2.3.1 Organizational performance
Organisational performance can be explained by describing how things happen without judging
good or bad. Alternatively, the organisational performance also can be elucidated by an
evaluation in terms of performance against a benchmarked alternative or standard or by a
descriptive statement explaining how the situation occurs without judgment (Camilleri, 2021).
Even though most research is done on the continuous improvements of organisational
performance, practitioners still have many arguments and discussions on the terminology and
conceptual bases to determine organisational performance (Sarraf & Nejad, 2020).
Organisational performance can be reflected based on the results of the organization’s common
objectives, given that the methods implemented are coherently used. Consequently, the
15
performance processes’ flow or the input resources can be critically analyzed (Tsai et al., 2020).
The effectiveness of organisational performance is influenced by the process implemented and
can be measured by the achievements. Furthermore, organisational performance is defined as
analyzing the series of improvements to achieve organisational objectives. Generally, various
factors can be associated with organisational performance, such as organisational structures,
conflict, cross-cultural and social influences (Sinnaiah et al., 2023). Performance measurement is
a systematic series to identify the effectiveness and efficiency of people’s behaviour to perform
to their utmost abilities. Adam et al. (2018) described performance measurement as a unit,
department or business process. Therefore, it is conceptualized that there is a structural
relationship between organisational performance and performance measurement. Moreover,
performance measurement requires substantive and relevant restructuring of input resources and
processes to be aligned with the current system to increase productivity level or performance.
Failure to analyze the performance measures will weaken the organisational strength and drain
the organization’s efforts (Alosani et al., 2020). Thus, strategic thinking can be a highly effective
performance measure for organizations.
2.4 Review of the related literature
2.4.1 Reliability and Organizational performance
Unwavering quality is supposed to be a vital viewpoint as presented by Bashir et al (2020) that
reliability is a very important aspect of customer service. According to the study, it is the
capacity to carry out promised service (two-way communication service) reliably, accurately,
and consistently. Unwavering quality according to this study was operationalized as exactness
constancy and consistency. Where; Exactness is essential on the grounds that the amendments
for the most part show up in little print than the first story. Consistency implies that where tasks
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cut across in various areas; need to guarantee that main assistance which is quality help is
conveyed. This entails a variety of services provided at a standard level.
Roger (2019) is confident that you carry out your commitments. Here, services are carried out
reliably, resulting in less rework; however, if there is more rework, this is a sign of poor service
organizational performance. To avoid falling behind, standards must be reviewed on a regular
basis. It is at the end of the day doing what one researcher organization says she/he will do when
two contenders offer similar administrations, subsequently alluring the clients to run to that
specific research. Bashir et al. (2020) stated that the ability of a business to keep its promises has
always been the most important aspect of providing excellent customer service.
Nguyen, Pham, Tran and Pham (2020) guided out that as a plan toward make enduring worth
and unbeatable Customer service to clients who buy into a specific help naturally converts into
clients forever and comparably, firms that neglect to follow through on the commitment of
zeroing in on the client frequently experience the repercussions of questionable type of financial
misfortune. Customers' loyalty and trust can be earned by a service provider's commitment to
providing high-quality service through reliability and consistency. What Harazneh, et al (2020)
are looking for is consistent service delivery and reliability found to result into better quality
administrations that later prompts Customer service and makes steadfastness. The result of
providing accurate, dependable, and consistent services is a loyal customer base that contributes
a significant portion of their spending to the business and eventually attracts additional
customers; Furthermore, inefficiencies have a significant impact on how customers perceive
customer service.
Comparative evaluation of critical factors in the delivery of bank service quality: Sofyani,
Riyadh, and Fahlevi (2020) A use of strength examination in altered SERVQUAL model
distinguished a portion of the reliability factors as staff keeping guarantee, genuine interest in
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tackling clients' concerns, staff performing administration right the initial time, offer types of
assistance at the time they vow to do as such, demanding blunder free records and staff telling
clients precisely when administrations was performed. Wu, Liang, and Gursoy (2021) continue
to add items to the reliability factor, such as the service provider providing the desired service at
the right time, the service being provided right from the start, customers having faith that the
staff will resolve any issue, and clients' transactions being error-free.
2.4.2 Responsiveness and the Organizational performance
Responsiveness in this study centers on adaptability, preparation to answer and eagerness. Cai,
Hong, Xu, Gao, Wang, and Chi (2021) asserts that responsiveness is the willingness to help
customers and provide prompt service. When a company tells its customers how long it will take
to resolve their issues or get answers, it is considered responsive. Since customers are the reason
for the customer royalty, businesses need to consider responsiveness from the perspective of the
customer rather than from the perspective of the company's past in order to be successful.
According to Bashir et al. (2020), clients assess an organization's responsiveness in view of the
timeframe it takes to answer their requests, concerns, and objections as well as the degree of
consideration shown.
Hameed, Ayidh and Rehman (2022), who also stressed the importance of satisfying a customer's
needs and making yourself easily accessible to them. Bashir et al (2020) accentuate that
answering quick to client demands breeds better relations which thusly relationship on
organizational performance. According to Smith and Bolton (2018), businesses' responses to
service failures have the potential to either restore customer service and strengthen
organizational performance or fail to handle the situation and drive customers to competitors.
According to Bullard (2019), customers also have a strong desire to receive services at places
where they feel at ease and where they perceive the service to be of the highest possible quality.
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According to Bullard (2019), the primary objective of providing a memorable experience is to
consistently address the needs of the customer through careful attention to detail, prompt and
courteous assistance, and the utilization of knowledgeable tyre fitters and aligners. Policies that
focus on providing consistent services are effective in customer service. A company's customer-
centric and high-quality service policy continues to add value to the customer over time.
According to Heskett et al. (2019), good service delivery yields the best results for customer
service, which means that any project's customer service was successful and attracts more
customers. As indicated by Graham and Brigitte, (2018) there is need for more methodical
evaluation of client care as opposed to pausing for a minute or two and trusting that issues will
arise. In this study, responsiveness was examined in terms of adaptability regarding the
resolution of customer complaints and readiness to respond requiring systems and operations.
In conclusion, all service providers are expected to be adaptable. Clients reserve a privilege to
whine or get requests from the assistance work area or from the field staff as stressed by
Lebdaoui and Chetioui (2020) declarations on thoughts concerning adaptability. In terms of
customizing or modifying the communication service and paying attention to user issues and
requests, this flexibility is demonstrated. Systems and procedures that respond to unpredictability
in complaints help to improve this. Some customers do not directly complain to City Tyres
Uganda in some cases. City Tyres Uganda also encourages review of operations with the help of
routine inspections and monitoring to overcome redundancy frequency bands and other negative
impacts, as suggested by Graham and Brigitte, (2018) for safe planning of the organization. It
should be noted that thin Uganda Limited customers have rights and opportunities to use or
change to any service of their preference at their convenience.
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2.4.3 Empathy and Organizational performance
According to Han et al (2021) empathy refers to the degree to which customers receive and
perceive caring, individualized service. It could also refer to giving each customer individual
care and attention. Graham et al (2018) findings were in line with this who asserted that empathy
is the provision of caring, one-on-one customer service. Treating customers with empathy
implies considering their long-term interests. According to Mulyana, Achmad, Sugeng, and
Prayetno (2018), it is extremely difficult to locate a business that does not have any customers.
This isn't correct since, in such a case that the association has syndication of the market without
any rivals in that specific industry, then, at that point, the assertion can tie anyway in the
circumstance of two-way correspondences administrations there are a lot of choices all over the
country. Accessibility, communication, and comprehending the interests of customers would
constitute care. Accessibility would be achieved in a number of ways; telephone, a short time to
receive services, convenient operating hours, and the facility's convenient location. Keeping
customers informed in a language they understand, listening to them, and communicating clearly
with them are all aspects of communication. Getting a handle on the clients; as in, their
requirements are understood by skilled researcher teams and promptly addressed, each client's
specific requirements are given individual attention, and the standard procedure is perceived
(Tian, 2020).
Bashir et al (2020) emphasized that customers need to feel like the company understands and
meets their specific needs and wants to be known as individuals. By focusing on empathy, small
businesses are able to benefit from economies of scale and, as a result, gain a greater share of the
market than large corporations. Customers always care about empathy and will always
remember how the company's Tyre fitters and aligners treated them and what they did to meet
their needs. Based on the concern that a service provider displays for their customers, Clark
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(2016) discovered that the company's empathy was the focus of both organizational performance
evaluation and customer service. According to Bullard (2019), poor customer service increases
the likelihood of customer loss. Client care and organizational performance of an undertaking is
reliant upon the company's capacity to hold clients thus these attendants in the requirement for of
interview and knowing every clients individual necessities and assumptions (McColl et al, 2017).
City Tyres Uganda empathy is tied in with bringing the administrations as closer as conceivable
to the clients and entrance to the country which construct unity. In contrast to other City Tyres
Uganda communication services, the frequencies for the two-way radio communication service
are provided directly to users, creating a connection between them. When services are closer to
customers, the needs, wants, and aspirations of those customers are negotiated. Additionally, the
staff should not only put themselves in the customers' shoes and comprehend how they feel;
rather, this should originate from the company or organization mandate that the staff must
implement (Han et al., 2021).
2.5 Summary of literature review
Discoveries demonstrated that Client care relationship s client dedication and the degree of
worker relationship quality didn't essentially impact client reliability (Nyadzayo & Khajehzadeh,
2016). Trust, responsibility, correspondence, and struggle taking care of are the factors that make
huge impacts and foresee a high extent of fluctuation in client dedication. The relationship
between these variables demonstrates that customer service's relationship on organizational
performance is still contested and uncertain. Along these lines, it should be attempted in extra
assessments. "Customer service" refers to the quality of the company's customer service.
Fulfilled clients inform us concerning the nature of the associations. Then again, unsatisfied
clients remind the associations to have low Organizational performance (Kotler, 2006) Shows
that there are a few variables which possibly relationship organizational performance upon the
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financial area including great relations among banks and clients and trust. Customers who
consistently use an organization's services are considered loyal. They show reliability,
responsibility, and being glad for utilizing the administrations. These can be used as indicators to
gauge organizational performance (Abd-Elrahman, El-Borsaly, & Hassan, 2020). Running
against the norm, state that, absence of empathy or a powerlessness to comprehend the other's
experience harms any help experience and results in client disappointment. It is also important to
note that, in order for a business to remain competitive, it needs to pay close attention to
unhappy customers because it is believed that unhappy customers shared their experiences with a
greater number of people than satisfied customers will, which in turn affects the market and
profitability of the business or service provider.
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CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter presented the research design, the study population, sample size and sampling
design. It furthered discuss the instruments and methods to be used in data collection and
analysis. Detailed description of data collection procedures, data analysis, measurement of
variables and measures undertaken to enhance data validity and reliability were discussed.
3.2. Research Design
A research design is the strategy, plan and structure of a research project (Sileyew, 2020). The
study adopted a cross sectional survey design. A Cross sectional design was employed to obtain
information from a large group of respondents just one time, in a single session without any
follow-up once the information is obtained (Sileyew, 2020). In supplement, the study adopted a
triangulation of both quantitative and qualitative data. Quantitative approaches enabled
collection of numerical data in order to explain, describe, understand, relationship. It enabled the
researcher to quantify the views of respondents towards certain variables and draw statistical
conclusions. For this matter, qualitative approaches were used to capture feelings, opinions and
other subjective variables.
3.3 Study Population
City Tyres main branch in Kampala was used as a target population, which will include 10
managers and supervisors, 50 Tyre fitters, aligners and marketer, and 200 customers. Staff
members and customers make up the survey population, and 159 of them were chosen to
represent the general public. In addition, it helped determine the sample size by providing the
scope of the entire population or universe and defining the characteristic variables of those who
are eligible for the study.

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3.4 Determination of the Sample Size
A sample size of 181 was considered for this study using the using statistical tables of Krejcie &
Morgan. The statistical table provides accurate and scientifically proven sample size for each
population hence easy to calculate.
Table 3.1: Sample size determination
Category Population (K) Sample (S) Sampling Method
Managers and supervisors 10 10 Census
Tyre fitters, aligners and 50 44 Simple random sampling
marketers
Clients 200 (approx.) 127 Simple random sampling
Total 279 181
Source: (Krejcie & Morgan, 1970).
3.5 Sample techniques and procedures
The study employed both simple random and Census sampling techniques.
3.5.1 Census Sampling
Census method is the method of statistical enumeration where all members of the population are
studied. A population refers to the set of all observations under concern (Thomas, 2020). The first
most important step in selecting a sample is to determine the population. Once the population is
identified, a sample must be selected. A good sample is one which is small in size, it provides
adequate information about the whole population and it takes less time to collect and is less costly
(Golzar, 2022). This method was used because it is an economically viable method as it is less
costly, saves time and requires less manpower to collect data, the result of the census method may
be checked with the help of the sampling method and in cases where the population size is too
large, the sampling method is easy and more practical. This technique was used to select
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Managers and supervisors respectively.
3.5.2 Simple random Sampling
Simple random sampling is a type of probability sampling in which the researcher randomly
selects a subset of participants from a population. It makes sure that every person in a population
has an equal probability of being chosen as a respondent (Thomas, 2020). It is embraced because
it helps a researcher to efficiently pick a more modest gathering of delegate items or individuals
(a subset) from a pre-characterized population to go about as subjects (information hotspots) for
perception or trial and error as per the objectives of their study (Golzar, 2022). The justification
for adopting this technique is because it helped to minimize bias and increased the
generalizability of the study findings. This technique as used to select Tyre fitters, aligners and
marketers and clients.
3.6 Data collection methods
The review was ordered into optional and essential information assortment strategy. Primary
data was gathered through qualitative and quantitative approaches. Primary data was gathered
using qualitative and quantitative approaches (Taylor, 2021).
3.6.1 Questionnaire survey method
Muhammad and Kabir (2018) assert that the survey technique is used to collect data from a
group of respondents by presenting them with a structured set of questions. This study adopted a
questionnaire survey method. The primary goal of a questionnaire survey was to gather
information, opinions, or attitudes from the representative sample selected to participate in the
study (Taherdoost, 2022). The questionnaire was closed-ended providing a list of predefined
response options from which the participants had to select responses that suited their opinion
about the set statements. In this case questionnaires (with close ended questions) were
administered with aid of research assistants. The questionnaires were self-administered to Tyre
25
fitters, aligners, and customers. This was utilized to get their perspectives comparable to the
study's peculiarities (Mutepf, 2019; Linderman, 2023). The justification for using this method
was; that firstly, it was cost-effective for collecting data from a large number of respondents.
Secondly, the standardized questions allowed for easy comparisons and analysis. Thirdly,
anonymity encouraged honest responses on sensitive topics.
3.6.2 Interview
An interview method in research refers to a systematic approach used by researchers to collect
information from participants by asking them questions in a structured or semi-structured
manner (Sileyew, 2019). This method was adopted to gather in-depth insights, opinions,
experiences, and perspectives from the selected participants. The setting for the interviews was
face-to-face to answer the research question (Young et al., 2018; Ethami, et al., 2022). The key
informants who were managers and supervisors were the subject of interviews. This method
aimed to delve deeply into a participant's thoughts, feelings, experiences, and perspectives about
the contribution of strategic physical planning to road infrastructure provision in City Tyres
Uganda.
3.6 Data Collection Instruments
The researcher adopted a mixed method for data collection whereby self-administered
questionnaires, key informative interview guide and documents review checklist was utilized for
the process of collecting data as discussed below.
3.6.1 Questionnaire
According to Muhammad and Kabir (2018), a questionnaire is a method of survey data
collection in which information is gathered through oral or written questionnaires. The
questionnaires were self-administered to the Tyre fitters, aligners, and customers to obtain the
required information for the study. The questionnaires were adopted since they are easier to
26
administer, less costly, and timely and they allow the aspect of confidentiality (Budianto, 2020).
The researcher designed the questionnaire with sub-sections to include; demographic
characteristics, customer service (V): reliability, responsiveness, empathy (IVs).
3.6.2 Interview Guide
An interview guide is an alternative tool of data collection whereby researchers collect data
through direct verbal interaction while recording respondents’ answers using an interview guide
to supplement other data collection methods (Budianto, 2020). Key informants, such as members
of the managers and supervisors, who are knowledgeable about the study problem, were
interviewed. It enabled the researcher to gather comprehensive qualitative data on the
phenomenon under investigation; this approach was taken into consideration. This allowed for
more in-depth analysis and provides more relevant information that could not have been
obtained through the questionnaires (Wang, 2018). The researcher used the interview guide to
have a professional conversation with the respondents to get complete explanations of how they
perceived the study phenomena.
3.7 Data Quality Control
The researcher pretested the data collection instruments in order to approve their reliability and
validity as per the acceptable standards for this study.
3.8.1 Validity of the Questionnaire
The validity of a research instrument refers to the extent to which the instrument (such as a
questionnaire) accurately measures what it intends to measure (Kothari, 2008; Mugenda &
Mugenda, 2003). In other words, it assesses whether the instrument is measuring the specific
construct or concept it claims to measure and whether the results obtained from the instrument
are genuinely reflective of the underlying phenomenon Chetwynd (2022). The researcher
27
adopted Yusoff’s six steps to quantify the Content Validity of the questionnaire as illustrated in
Figure 3 below.
Step 1. Step 2. Step 3.

Prepare content Select review Conduct content
validation form panel validation
Step 4.
Step 6. Step 5.
Review domain
Calculate CVI Score each item
and items
Figure 3.1: Content Validation Procedure.
Source: Yusoff, 2019
Procedure to perform content validity in research:
The research defined the constructs or variables that had to be measured within the questionnaire
(Yusoff, 2019). This was followed by reviewing the relevant literature to understand the key
concepts, variables, and dimensions related to the study “Customer services and organizational
performance”, to identify the important aspects to be reflected in the questionnaire. Based on the
literature reviewed, and construct definition, the researcher generated a pool of potential items or
questions that could be included in the questionnaire. These items were diverse and covered
various aspects of strategy planning, Tactical planning, and operational planning.
Thereafter, the researcher sought input from two experts in the subject matter. These experts
helped to evaluate the relevance and clarity of each item in the questionnaire. They can also
suggest additional important items. The Content Validity Index (CVI) was adapted to calculate
28
the validity of the questionnaire. There are two commonly used methods for calculating CVI
(Yusosff, 2019)
a.) Item-CVI: This method assesses the content validity of each item in the questionnaire.
Experts rate each item for relevance on a scale (for example, 1 to 4 or 1 to 5), where higher
ratings indicate greater relevance. Calculate the Item-CVI for each item by dividing the number
of experts who rated it as relevant by the total number of experts. An Item-CVI score of 0.80 or
higher is often considered acceptable.
b.) Scale-CVI: If the questionnaire consists of multiple items that are meant to measure the same
construct (for example, a Likert scale), calculate the Scale-CVI to assess the overall content
validity of the scale. This is typically done by averaging the Item-CVI scores for all items within
the scale.
The study adapted Scale-CVI. Before conducting your main study, the questionnaire that was
validated was tested through a pilot study on a small sample to identify any potential issues with
wording, comprehension, or item difficulty. The researcher finalized the questionnaire by
making necessary revisions based on the pilot test results.
CVI = Number of items considered relevant
Total number of items.
CVI = 25/28
0.89
Findings are illustrated in Table 3.2 below.
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Table 3.2: A summary of content validity for the questionnaire
Dimensions No of Items Relevant CVI
Reliability 06 06 1
Responsiveness 06 06 1
Empathy 07 06 0.857
Organizational performance 09 07 0.777
Source: Primary Data (2022)
Table 3.2 presents averages of 0.8906 (1, 0.857 & 0.777 respectively) on all four variables that
had CVIs that were above 0.7, implying that the tool was valid since it was appropriately
answering/measuring the objectives and conceptualization of the study. According to Mugenda
and Mugenda (2003), the tool can be considered valid where the CVI value is 0.7 and above as is
the case for all the four variables provided above.
3.8.2 Reliability of the Questionnaire
The reliability of a questionnaire refers to its ability to yield the same data when it is re-
administered under the same conditions (Learnovate, 2022; Hassan, 2023). Reliability for
quantitative research ensures that the results obtained are not just due to random fluctuations or
measurement errors. It helps researchers ensure that the data they collect are consistent and can
be used to make valid inferences about the underlying construct of interest. To assess the
reliability or internal consistency of a set of items in a questionnaire or a test, the Indeed
Editorial Team (2023) proposed doing a stability test using the test-retest method on a 10%
population with similar characteristics to the study population small population during the pilot
study. Cronbach’s alpha reliability coefficient was computed. Cronbach's alpha ranges from 0 to
1, where; If alpha is close to 1, it indicates high internal consistency, meaning that the items in
the scale are measuring the same construct consistently. If alpha is close to 0, it suggests low
30
internal consistency, meaning that the items in the scale are not measuring the same construct
consistently. A threshold of 0.7 and above was considered reliable (Scribbr, 2019; Hair, et al.,
2019). An average Cronbach Alpha of 0.823 was obtained as illustrated in Table 3.3 below.
Table 3.3: Reliability test results of research instruments.
Study variables Cronbach’s Alpha
Reliability 0.815
Responsiveness 0.895
Empathy 0.786
Organizational performance 0.795
Average Cronbach Alpha coefficient 0.823
Results in Table 3.3 revealed the reliability of the questionnaire to be 0.823.
3.8.3 Trustworthiness of the interview guide.
According to Noble and Smith (2015), assessing the reliability of study findings requires
researchers to make judgments about the soundness of the research concerning the application
and appropriateness of the methods undertaken, and the integrity of the conclusions. Therefore,
researchers must be certain that the methods and instrumentation employed for data collection
are sound to give credibility to the meaning and interpretation of the results. From the
perspective of qualitative research, both validity and reliability are broadly concerned with the
issue of trustworthiness. According to Lincoln and Guba (2015) trustworthiness consists of
credibility, transferability, dependability, and conformability. To this, the authors developed
techniques to ensure rigor during qualitative inquiry. For this study, the following strategies in
Table 3.4 below were found appropriate.
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Table 3.4: Strategies to ensure trustworthiness for qualitative research
Strategy Description
To ensure credibility
1. Triangulation The study incorporated the triangulation method, which involved the
use of different data collection tools and methods to produce a more
comprehensive set of findings (Morse, 2015).
2. Member checks During the interviews, the researcher applied member checking by
repeating, paraphrasing, or asking for further clarification from
respondents' comments to ensure that the correct interpretation of their
words was captured (Coleman, 2022).
To ensure dependability and conformability
3. Audit Trail The researcher applied an audit trail in the form of transcripts, audio
files, records of analysis, and process notes on how the research and
analysis were done (Cohen et al., 2018). This documentation reduced
the likelihood of bias.
4. Peer Review The researcher integrated peer reviews into the research process by
engaging the supervisors and other colleagues to read and critique the
work. Listening to alternative points of view helped in improving the
study and quality of the findings.
To ensure transferability
5. Thick verbatim The researcher captured rich and thick verbatim descriptions of
description participants’ accounts that supported the findings and provided details
in the report (Noble and Smith, 2015).
To ensure reliability
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6. Coding system According to Morse (2015), the validity and accuracy of the results
were increased by acquiring a coding system to guarantee that
different coders understand the analysis in the same way. During data
analysis, the researcher submitted to the supervisors a draft of the
codes and themes developed for review and further refinement.
3.8 Data collection procedures
After the successful defense of the proposal, the researcher obtained an introduction letter from
the Uganda Management Institute (UMI) and presented it to the authorities at City Tyres in order
to obtain permission to carry out the research. The interview guide and the questionnaire were
tested by the researcher on two respondents and a sample of ten respondents, respectively. The
researcher used these respondents' feedback to improve the interview guide and questionnaire.
At this point, recruits for research assistant positions received training on ethical considerations.
The researcher got in touch with City Tyres relevant authorities to agree on a schedule that
doesn't affect work. When the researcher visited City Tyres to interview respondents and collect
data, appointments was made.
3.9 Data analysis
This is the process of organizing, organizing, and giving meaning to a lot of information. Before
the data are analyzed as discussed in this section, the research encouraged both qualitative and
quantitative data analysis methods.
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3.10.1 Quantitative analysis
Quantitative data analysis, which calls for employing both descriptive and inferential statistics,
was carried out using the Statistical Package for Social Scientists (SPSS). Descriptive statistics
describe the characteristics of a data set. Descriptive statistics were computed using frequency
distributions, mean, and standard deviation. Inferential statistics focused on making predictions
about Customer services and organizational performance. The data was presented in
comprehensive tables displaying the responses to each category of variables after being edited,
coded, and entered. Inferential statistics included correlation analysis using a correlation
coefficient (Marsh et al, 2020).
3.10.2 Qualitative analysis
The term "qualitative analysis" was coined by Borgstede and Scholz (2021) to describe a method
that "provides insights and understanding of the problem setting." Narrative analysis of
qualitative data was consolidated given how the outcomes connect with the exploration
questions. The researcher collected data from a collection of written, oral, or visual texts (such as
books, papers, magazines, talks, and meetings) to identify patterns in written correspondence to
conduct Narrative analysis (Marsh, et, al., 2020; Luo, 2022).
3.11 Variable measurement
According to IvyPanda (2020), a measurement variable is an unidentified attribute that can
measure a specific entity and can take one or more values. It is frequently used for scientific
research. A variable that is used to name, label, or classify specific characteristics that are being
measured is referred to as a nominal variable. A nominal variable is the simplest measurement
variable in the two categories of categorical variables. Some examples of nominal variables
include gender, name, and phone number (Bhandari, 2022). A measurement variable whose
values can be sorted or ordered is known as an ordinal variable. They are constructed on nominal
34
scales by assigning numbers to objects to represent an attribute's rank or order. The independent
and dependent variables were measured using the Likert scale, which has five points (1-strongly
disagree, 2-disagree, 3-not sure, 4-agree, and 5-strongly agree). Since it gives a mathematical
score at each point, this scale was decided to measure the respondent's demeanor. In studies of
social attitude, the summated scale is also the one that is used the most frequently. The study
variables were calculated in a predetermined order using the nominal and ordinal measurement
levels. The Likert scale was utilized during the information assortment interaction to decide
respondents' sentiments and impressions of the formed factors. On a scale of 1 to 5, factors
addressed by emphatically deviate, dissent, not certain, concur, and firmly concur were measured
using ordinary and plausible estimations.
3.11 Ethical consideration
Morals in research allude to the standards that recognize satisfactory and unsatisfactory ways of
behaving (Cammaerts, 2020). The researcher was aware of the significance of ethics in this
study, which prioritized honesty, integrity, and attribution.
Confidentiality and privacy: It refers to the obligation of an individual or organization to
safeguard entrusted information. The research participant’s privacy was assured by the
researcher, who kept all the information safely locked up during the research process.
To ensure privacy, the respondents were informed that indeed their names were required, that
they have the right to leave questions unanswered for which they do not wish to offer the
requisite information, and that the study could not put the respondent under pressure if this
happens.
Informed Consent: The researcher sought informed consent before conducting the data collection
process. Informed consent for research requires that the respondents or subject must be
35
competent to understand and decide, receive full disclosure, comprehend the disclosure, act
voluntarily, and consent to the proposed action to which this study adhered.
Plagiarism: presenting someone else's work or ideas as your own, with or without their consent
by incorporating it into your work without full acknowledgment. All published and unpublished
material, whether in manuscript, printed, or electronic form, is covered under this definition.
This was minimized by paraphrasing, citing, quoting, citing quotes, citing own material, and
referencing.
Voluntary participation: The research participants were informed that their participation in the
study was not to be rewarded in any way; it was entirely voluntary. All the research participants
were informed of their rights to refuse to be interviewed or to withdraw at any point for any
reason, without any prejudice or explanation.
36
CHAPTER FOUR
PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS
4.1 Introduction
This chapter presents the findings, analysis and interpretations to the findings on the relationship
between customer services and organizational performance at City Tyres Uganda. The study was
premised on the following research objectives; to examine the relationship of reliability on
organizational performance at City Tyres Uganda, to examine the relationship of responsiveness
on organizational performance at City Tyres Uganda and to examine the relationship of Empathy
on organizational performance at City Tyres Uganda. This chapter starts with the introduction,
followed by the response rate; demographic data of the respondents; descriptive statistics and
inferential statistics interlinked with qualitative results.
4.2 Response rate
In the study, the researcher used both the interview guides and self-administered questionnaire to
aid the collection of data. The two were used because they are cost friendly, they cover a wide
population for the study and interviews provide first-hand information. Table 4.5 below presents
the response rate.
Table 4.1: Response rate
Tool (Planned/Scheduled) (Received/ Held) Response Rate
Questionnaires 171 103 60%
Interviews 10 07 70%
Total 175 123 70
From the Table 4.1 above, results returned indicate that out of 171 questionnaires issued, 103
were returned fully completed, constituting (60%). On the other hand, the researcher held, (07)
37
interview sessions, out of the planned (10), resulting in a (70%) percentage return. According to
Amin (2005), a response rate above 50% is good enough to represent a survey.
4.3 Background information
In order to get a detailed and more concrete picture of the study sample, the study examined the
background information, which included; gender, age of respondent and level of education,
employment status and duration of service. These results show the characteristics of the
institution.
4.3.1 Gender of respondent
The sex characteristics of respondents were investigated for this study to examine the effect of
each gender on the study. The findings are presented in Table 4.6 below.
Table 4.2: Gender of respondents
Gender of respondent Frequency Percentage (%)
Male 54 52
Female 49 48
Total 103 100
Source: Primary Data, (2023)
Findings from the study as illustrated in Table 4.6 show that 52% of the respondents are male
while 48% are female. This reveals how the study involved a fairly balanced sample of
respondents from both the female and male respondents, hence giving balanced information on
relationship between customer services and organizational performance at City Tyres Uganda
38
4.3.2 Age of respondents
The study looked at age distribution of the respondents by age using frequency distribution. Data
on age was collected because it helps to examine how age of respondents affects the responses.
The results obtained on the item are presented in Figure 4.1 below.
60
50
40
30
20
10
0
18-30 years 31-50 years 51-60 years 61 and above
years
Figure 4.1: Age of respondents
From Figure 4.1 above, majority of respondents 55(53%) were between 31-50 years, 23(22%) of
respondents were between 51-60 years, 16(16%) of respondents were between 18-30 years and
minority of the respondents 9(9%) were between 61 and above years. This indicated that all
categories of respondents in reference to different age groups were represented in this study thus
representing the response rate of the institution.
39
4.3.3 Educational Level of the Respondents
The study looked at educational Level of the respondents by using frequency distribution. It was
important to establish the education level of respondents because it helps to understand how the
education levels affect the study. The results obtained on the item are presented in Figure 4.2
below.
60
50
40
30
20
10
0
Certificate holders Degree holders Diploma holders Master’s holders
Figure 4.2: Level of education of respondents
Figure 4.2, indicate that majority of the respondents 60(58%) were degree holders, 33(32%)
were diploma holders, 08(08%) were master’s holders and 02(02%) were certificate holders.
Basing on the academic background, all of the respondents had the potential to know basic
knowledge on the effect of customer service on organizational performance at City Tyres
Uganda. Therefore, it is evident that the information provided by them is worth trusting.
4.3.4 Years of services
The study looked at years of services of the respondents by using frequency distribution. The
results obtained on the item are presented in Figure 4.3 below.
40
10 years and
above
18%
1-3 years
7-9 years 43%
10%
4-6 years
29%
Figure 4.3: Working experience
Findings from Figure 4.3 reveal that the majority of the respondents 44(43%) had worked for 1-3
years, 30(29%) had worked for over 4-6 years, 10(10%) of the respondents had worked for 7-9
years and 19(18%) of the respondents had worked for more than 10 years. This implies that most
of the respondents had enough experience of the relationship between customer services and
organizational performance at City Tyres Uganda. This means that the findings from the study
are sounding from an experienced population.
4.4 Empirical findings from the study
This section presents the empirical findings of the study according to the objectives. The
empirical findings are analyzed using descriptive statistics, qualitative analysis and testing
hypotheses for the respective findings. For all descriptive findings in this section, item
statements were administered to respondents to establish the extent to which they agreed with
them. The responses were measured on a five point Likert scale ranging from (1 = Strongly
Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5= Strongly Agree). Descriptive data was
analyzed using frequency, mean and standard deviation statistics. It was then collaborated with
41
qualitative data using narrative and thematic analysis before testing hypotheses. Firstly, this
section presents findings on organizational performance followed by the research objectives.
4.4.1 Organizational performance at City Tyres Uganda
Statements on organizational performance at City Tyres Uganda were structured basing on the
objectives of the study. Statements were measured on a five-point Likert scale where code 1 =
Strongly Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data was
presented and analyzed basing on seven (07) statements which are statistically tabulated and
presented in the table below with the frequencies and percentages according to the responses
collected.
Table 4.3: Descriptive statistics for organizational performance at City Tyres Uganda
Statements [Percentage). (%)/Frequency] Mean SD

SD D NS A SA
There is speed and timeliness of service 10% 33% 05% 44% 07% 3.46 1.12
delivery. (11) (34) (05) (45) (08)
I have a good experience with the 8% 16% 17% 54% 17% 3.51 1.20
services offered in this company (09) (17) (07) (56) (18)
Service providers have the ability to 22% 29% 00% 42% 07% 3.48 1.06
communicate with the customer in a (23) (30) (00) (43) (08)
way he or she will understand
There is apparent staff commitment to 04% 08% 10% 54% 21% 3.58 1.03
their work, including the pride and (05) (09) (11) (56) (22)
satisfaction they apparently take in
their job, their diligence and
thoroughness
There is punctual service delivery and 16% 12% 00% 63% 10% 3.67 1.02
an ability to keep to agreements made (16) (12) (00) (65) (10)
with the customer
Clients rate highly City Tyres 12% 17% 06% 06% 56% 3.50 1.56
Uganda’s professionalism (13) (18) (07) (07) (58)
Clients are happy with City Tyres 06% 47% 20% 09% 15% 2.25 1.08
Uganda’s responsiveness (07) (49) (21) (10) (16)
42
With reference to the Table 4.3; as to whether there is speed and timeliness of service delivery.,
34% of the respondents disagreed with the statement, 11% of the respondents strongly disagreed,
44% of the respondents agreed with the statement. This is also supported by the mean value of
3.46 that indicate the respondents who were fairly satisfied with the statement and the standard
deviation of 1.12 that shows the dispersion of responses close to the mean value.
Findings also reveal that 56% of the respondents agreed with the statement that we have a good
experience with the services offered in this company, 18% strongly agreed, while 17% of the
respondents disagreed with the statement. This is also supported by the mean value of 3.51
indicting those who were satisfied with statement and standard deviation of 1.20 indicated those
deviating.
As to whether Service providers have the ability to communicate with the customer in a way he
or she will understand, 43% agreed with the statement whereas 30% disagree with the statement
and 23% strongly disagreed strongly. The mean of 3.48 indicate those who were fairly satisfied
with the statement and standard deviation of 1.06 indicated those with deviating responses from
the statement. Providing feedback enhances performance in that if effective feedback is given to
employees on their progress towards their goals, organizational performance is likely improve.
People need to know in a timely manner how they are doing, what is working, and what is not.
Findings further indicated that majority of the respondents 56% agreed with the statement that
there is apparent staff commitment to their work, including the pride and satisfaction they
apparently take in their job, their diligence and thoroughness, 22% strongly with the statement,
11% were not sure, whereas 14% disagreed with the statement respectively. The mean of 3.58
indicated respondents who were satisfied with the statement and the standard deviation 1.03
indicated those deviating responses.
43
On the statement there is punctual service delivery and an ability to keep to agreements made
with the customer, 65% of the respondents agreed the statement, 10% of the respondents
strongly agreed with the statement, whereas 28% of the respondents disagreed with the
statement. The mean of 3.67 indicated those who were satisfied with the statement and the
standard deviation of 1.02 indicated those with deviating responses from the statement.
On the statement clients rate highly City Tyres Uganda’s professionalism, majority of the
respondents strongly agreed with the statement whereas 18% and 13% disagreed with the
statement respectively. The mean of 3.50 indicate those who were satisfied with the statement
and the standard deviation of 1.56 indicated those with deviating responses.
As to whether Clients are happy with City Tyres Uganda’s responsiveness, 49% of the
respondents disagreed with the statement, 21% of the respondents were not sure whereas 26% of
the respondents agreed with the statement respectively. The mean of 2.25 indicated those who
were satisfied with the statement and the standard deviation of 1.08 indicated those with
deviating responses from the statement.
4.4.2 Reliability and organizational performance at City Tyres Uganda
The statements on reliability were structured basing on the objectives of the study. Statements
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3 =
Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing on seven
(7) items, which are statistically tabulated and presented in the table below with the frequencies
and percentages according to the responses collected.
44
Table 4.4: Descriptive statistics for reliability at City Tyres Uganda
Statements [Percentage (%)/ Frequency] Mean SD

SD D NS A SA
I can rate City Tyres Uganda as providing 15% 2% 7% 22% 53% 3.57 1.43
services right first time (16) (01) (08) (23) (55)
City Tyres Uganda is available to handle 3% 18% 6% 65% 5% 3.61 0.98
frequent customer requests (04) (19) (07) (67) (06)
City Tyres Uganda is open minded to 2% 2% 11% 67% 18% 3.80 0.68
customer feedback (complaints and (01) (02) (12) (69) (19)
suggestions).
City Tyres Uganda strives to show that 08% 34% 06% 41% 10% 3.07 1.02
they offer a desirable service quality to her (09) (35) (07) (42) (10)
customers
City Tyres Uganda offer uniformity in the 12% 17% 6% 6% 56% 3.56 1.56
delivery of all the service at their level (13) (18) (07) (07) (58)
regardless of constraints
City Tyres Uganda offer fairness in the 4% 32% 2% 28% 22% 3.40 0.92
delivery of all the service at their level (05) (33) (03) (29) (23)
regardless of constraints
Table 4.4 presents that a statement as to whether clients can rate City Tyres Uganda as providing
services right first time, 15% of the total respondents strongly disagree with the statement, 22%
agreed, while 53% strongly agreed with the statement. This is also supported by the mean value
of 3.57 that indicate those who were satisfied with the statement and the standard deviation of
1.43 that shows the dispersion from the statement.
On the statement City Tyres Uganda is available to handle frequent customer requests, 65% of
the respondent agreed with the statement, 07% were not sure, where as 19% of the respondents
disagreed with the statement respectively. This is also supported by the mean value of 3.61
45
indicating those who were satisfied with the statement and standard deviations of 0.98 indicating
those deviating responses from the statement.
On the statement City Tyres Uganda is open minded to customer feedback (complaints and
suggestions), 69% of the respondents agreed with the statement, 19% strongly agreed with the
statement, 12% were not sure. The mean of 3.80 indicted those who were satisfied with the
statement and standard deviation of 0.68 indicated those with deviating responses from the
statement. The above results show that the reliability at City Tyres Uganda encourages employee
commitment towards work.
As to whether City Tyres Uganda strives to show that they offer a desirable service quality to her
customers, 42% of the respondents agreed with the statement, 10% strongly agreed, whereas
35% of the respondents disagreed with the statements respectively. The mean of 3.07 indicated
those who were fairly satisfied with the statement and standard deviation of 1.02 indicate those
with deviating responses from the statement.
It was necessary that the management of City Tyres Uganda improves on its reliability levels by
enhancing by increasing on its dependability to foster the customer loyalty. The findings are
supported by the key informant who indicated that:
Workplace flexibility improves organizational performance in that it has a
positive effect on employee engagement, motivation and satisfaction; all are
important ingredients for effective organizational performance
(KII/003/14th/09/2023).
In addition to the above, the findings show that 56% of the total respondents strongly agreed that
City Tyres Uganda offer uniformity in the delivery of all the service at their level regardless of
constraints, 18% disagreed with the statement, while 12% of the respondents strongly disagreed
with the statement. The mean of 3.56 indicated those who were satisfied with the statement and
46
standard deviation of 1.56 indicated those with deviating responses from the statement. One key
informant supported this finding when he confirmed that:
“Most of the employees at the City Tyres Uganda are aware of what is expected
of them” (KII/003/16th/09/2023). This means that the workforce at City Tyres
Uganda are aware of what is expected of them and how this expectation impacts
on other people, functions and teams in the organization.
As to whether City Tyres Uganda offer fairness in the delivery of all the service at their level
regardless of constraints, 32% of the respondents disagreed with the statement, 22% of the
respondents were not sure, whereas 28% of the respondents agreed with the statement. The mean
of 3.40 indicated respondents who were unsatisfied with the statement and the standard deviation
of 0.92 indicated those with deviating responses from the statement. This means that staff at City
Tyres Uganda puts more emphasis on customer care needs. This implies that the staffs are
responsive to customer needs.
Table 4.5: Correlation matrix for Reliability and Organizational performance at City
Tyres Uganda
Reliability Organizational performance
Reliability Pearson Correlation 1 .588**
Sig. (2-tailed) .0001
N 103 103
Organizational Pearson Correlation .588** 1
performance Sig. (2-tailed) .0001
N 103 103
Source: Primary Data (2023) **. Correlation is significant at the 0.01 level (2-tailed).
47
Pearson correlation results as presented in table 4.5 depicts a moderate positive relationship
between Reliability and organizational performance in City Tyres Uganda (r = .588). The study
results further indicated a significant statistical relationship between the study variables given
that p-value (p=.000<0.05). Hence, the results have confirmed that Reliability has positive
significant relationship with organizational performance at City Tyres Uganda. Therefore the
alternative hypothesis has stated in chapter one is held
H1: There is a significant relationship between Reliability and organizational
performance at City Tyres Uganda .
4.4.3 Responsiveness and organizational performance at City Tyres Uganda
The statements on responsiveness were structured basing on the objectives of the study. Items
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3 =
Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing on six
(06) statements, which are statistically tabulated and presented in the table below with the
frequencies and percentages according to the responses collected.
48
Table 4.6: Descriptive statistics for responsiveness at City Tyres Uganda
Statements [Percentage (%) /Frequency] Mean SD

SD D ND A SA
City Tyres Uganda promptly keeps us 10% 25% 15% 46% 02% 3.43 1.03
informed on when our requested services (11) (26) (16) (47) (03)
was performed
The City Tyres Uganda is always speedy 9% 12% 11% 61% 4% 3.55 1.08
in offering services requested from them (10) (13) (12) (63) (5)
We receive personalized services related 60% 31% 04% 02% 02% 1.24 0.99
to City Tyres Uganda immediately (62) (32) (05) (01) (03)
whenever needed
All our requests to City Tyres Uganda 9% 25% 7% 46% 02% 3.34 0.89
Company are resolved by a zealous team (10) (26) (08) (48) (01)
City Tyres Uganda carries out service 24% 10% 05% 46% 15% 3.45 1.12
quality workshops for staff which (25) (10) (05) (47) (16)
promotes organizational performance
City Tyres Uganda strengthens the 9% 15% 23% 41% 9% 3.44 0.89
monitoring mechanism within the (10) (16) (24) (43) (10)
organization to evaluate the services
undertaken by the staff
Table 4.6 presents a statement as to whether City Tyres Uganda promptly keeps us informed on
when our requested services was performed, 41% of the respondents agreed with the statement,
09% of the respondents strongly agreed with the statement, 16% were not sure whereas 25% and
10% of the respondents disagreed with the statement. The mean of 3.43 indicated those who
were fairly satisfied with the statement and the standard deviation of 1.03 indicate those
deviating responses. This means that staff at City Tyres Uganda puts more emphasis on customer
care needs. This implies that the staffs are responsive to customer needs.
As to whether The City Tyres Uganda is always speedy in offering services requested from
them, 61% of the respondents agreed with the statement, 04% strongly agreed, 11% were not
sure whereas 12% and 09% of the respondent disagreed with the statement respectively. The
49
mean of 3.55 indicated those who were satisfied with the statement and the standard deviation of
1.08 indicated those with deviating responses from the statement.
As to whether clients receive personalized services related to City Tyres Uganda immediately
whenever needed, 60% of the respondents strongly disagreed with the statement, 31% disagreed
with the statement, 04% were not sure whereas minority of the respondents agreed with the
statement. The mean of 1.24 indicated those respondents who were not satisfied with the
statement and the standard deviation of 0.99 indicated those with deviating responses.
Findings further revealed that as to whether clients requests to City Tyres Uganda Company are
resolved by a zealous team, 46% of the respondents agreed with the statement, 25% of the
respondents disagreed with the statement respectively. The mean of 3.34 indicated those who
were fairly satisfied with the statement and the standard deviation of 0.89 indicated those with
deviating responses. Providing feedback enhances performance in that if effective feedback is
given to employees on their progress towards their goals, organizational performance is likely
improve. People need to know in a timely manner how they are doing, what is working, and
what is not.
On the statement City Tyres Uganda carries out service quality workshops for staff which
promotes organizational performance, 46% of the respondents agreed with the statement, 15%
strongly agreed, whereas 24% and 10% of the respondents disagreed with the statement
respectively. The mean of 3.45 indicated those who were fairly satisfied with the statement and
standard deviation of 1.12 indicated those with deviating responses.
As to whether City Tyres Uganda strengthens the monitoring mechanism within the organization
to evaluate the services undertaken by the staff, 41% of the respondents agreed with the
statement, 23% were not sure whereas 15 disagreed with the statement. The mean of 3.44
50
indicate those who were fairly satisfied with the statement and that standard deviation of 0.89
indicate those with deviating responses from the statement.
Table 4.7: Pearson Correlation for Responsiveness and Organizational performance in
City Tyres Uganda
Responsiveness Organizational
performance
Responsiveness Pearson Correlation 1 .769**
Sig. (2-tailed) .0001
N 103 103
Organizational Pearson Correlation .669 ** 1
performance Sig. (2-tailed) .0001
N 103 103
*Correlation is significant at 0.01 level (2-tailed)
Pearson correlation results as presented in table 4.7 depicts a moderate positive relationship
between responsiveness and organizational performance in City Tyres Uganda (r = .769). The
study results further indicated a significant statistical relationship between the study variables
given that p-value (p=.000<0.05). Hence, the results have confirmed that responsiveness has
positive significant relationship with organizational performance at City Tyres Uganda.
Therefore the alternative hypothesis has stated in chapter one is held
H2: There is a significant relationship between responsiveness and organizational
performance at City Tyres Uganda .
51
4.4.4 Empathy and organizational performance at City Tyres Uganda
The items on Empathy were structured basing on the objectives of the study. Items were
measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3 = Not
sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing on six (06)
items, which are statistically tabulated and presented in Table 4.10 below with the frequencies
and percentages according to the responses collected.
Table 4.5: Opinions of respondents on Empathy at City Tyres Uganda
Variable (N=103) [Percentage (%)/Frequency] Mean SD
SD D NS A SA
City Tyres Uganda staff gives us 17% 10% 04% 14% 54% 3.88 1.28
adequate care to her customers (18) (11) (04) (14) (56)
City Tyres Uganda always takes our best 06% 27% 07% 50% 08% 3.50 1.01
interest at heart. (07) (28) (08) (51) (09)
City Tyres Uganda staff take efforts to 11% 02% 13% 07% 64% 3.68 0.99
understand our customer needs (12) (03) (14) (08) (66)
City Tyres Uganda resolves promptly 05% 51% 02% 12% 29% 2.49 0.80
complaints raised over by her customers (06) (53) (01) (13) (30)
Our opinions by customers are treated 06% 07% 25% 52% 07% 3.57 1.00
with high regard in City Tyres Uganda (07) (08) (26) (54) (08)
City Tyres Uganda strives to visualize on 10% 29% 00% 49% 14% 3.50 1.03
communication problem in the event of (11) (30) (00) (50) (14)
the communication failures on our
frequency
52
With reference Table 4.8, as to whether City Tyres Uganda staff gives us adequate care to her
customers, 54% of the respondents strongly agreed with the statement, 14% of the respondents
agreed with the statement whereas 10% and 17% of the respondents disagreed with the statement
respectively. The mean of 3.52 indicated those who agreed with the statement respectively and
the standard deviation of 1.28 indicated those with deviating responses from the statement.
On the statement City Tyres Uganda always takes clients best interest at heart, 50% of the
respondents agreed with the statement whereas 27% disagreed with the statement respectively.
The mean of 3.50 indicate those who were satisfied with the statement and standard deviation of
1.01 indicated those with deviating responses.
Findings further indicate that City Tyres Uganda staff takes efforts to understand our customer
needs, with 64% strongly agreeing with the statement, 13% were not sure of the statement
whereas 11% of the respondents disagreed with the statement. The mean of 3.68 indicate those
who were satisfied with the statement and standard deviation 0.99 indicated those with deviating
responses. The above findings show a high level of Empathy among the employees at City Tyres
Uganda. Committed employees are more likely to perform better than their less committed
counterparts in that it enhances employee ego involvement with the organization.
On the statement City Tyres Uganda resolves promptly complaints raised over by her customers,
51% of the respondents disagreed with the statement whereas 29% and 12% of the respondents
agreed with the statement. The mean of 2.49 indicate those who were not satisfied with
statement and standard deviation of 0.80 indicate those with deviating responses.
As to whether opinions as customers are treated with high regard in City Tyres Uganda, 52% of
the respondents agreed with the statement, whereas of the respondents 25% were not sure of the
statement. The mean of 3.57 indicated those who were satisfied with statement and the standard
53
deviation of 1.00 indicate those with deviating responses. The above findings show a high level
of Empathy among the employees at City Tyres Uganda.
As to whether City Tyres Uganda strives to visualize on communication problem in the event of
the communication failures on our frequency, 53% of the respondents disagreed with the
statement, 17% were not sure whereas 14% agreed with the statement. The mean of 2.45 indicate
those who were not satisfied with the statement and standard deviation of 0.80 indicate those
with deviating responses from the statement.
Table 4.6: Pearson Correlation Coefficient for Empathy and Organizational performance
in City Tyres Uganda
Correlation coefficients
Empathy Organizational performance
Empathy Pearson correlation 1 .669
Sig.(2-tailed) .000*
N 103 103
Organizational Pearson correlation .669 1
performance Sig.(2-tailed) .000*
N 103 103
*Correlation is significant at 0.01 level (2-tailed)
Pearson correlation results as presented in table 4.9 depicts a strong positive correlation between
Empathy and organizational performance at City Tyres Uganda (r=.669). The study results
further indicated a significant statistical relationship between the study variables given that p-
value (p=.000<0.05). Hence, the results have confirmed that Empathy has positive significant
relationship with organizational performance at City Tyres Uganda. Therefore the alternative
hypothesis has stated in chapter one is held
H3: There is a significant relationship between Empathy and organizational performance
at City Tyres Uganda .

54
CHAPTER FIVE
SUMMMARY, DISCUSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter provides summaries of the findings from the study, discusses the empirical results
in view of the research objectives, and draws conclusions and finally recommendations on the
relationship between customer services and organizational performance at City Tyres Uganda.
The study was premised on the following research objectives; to examine the relationship of
reliability on organizational performance at City Tyres Uganda, to examine the relationship of
responsiveness on organizational performance at City Tyres Uganda and to examine the
relationship of Empathy on organizational performance at City Tyres Uganda.
5.2 Summary of key findings
The results indicate that Reliability had a coefficient of estimate which was statistically
significant based on (p-value=0.001) which is below 0.05 level of significance. This implies that
Reliability affects organizational performance at City Tyres Uganda. The β = 0.588 Coefficients
implies that a 0.588 unit change in Reliability will lead to 0.588 unit change in organizational
performance at City Tyres Uganda.
The results indicate that responsiveness had a coefficient of estimate which was statistically
significant based on (p-value=0.001) which is below 0.05 level of significance. This implies that
responsiveness affects organizational performance at City Tyres Uganda. The β = 0.769
Coefficients implies that a 0.769 unit change in responsiveness will lead to 0.769 unit change in
organizational performance at City Tyres Uganda.
55
5.2.3 The influence of empathy on organizational performance
The results indicate that Empathy had a coefficient of estimate which was statistically significant
based on (p-value=0.001) which is below 0.05 level of significance. This implies that Empathy
affects organizational performance at City Tyres Uganda. The β = 0.669 Coefficients implies
that a 0.669 unit change in Empathy will lead to 0.669 unit change in organizational performance
at City Tyres Uganda.
5.3 Discussion of findings
The result indicates that there is a significant positive relationship between reliability and
Organizational performance. The findings are consistent with Roger, (2019) who believes that
you do what you say you will do. Here services are performed reliably and therefore less rework
but if more rework is experienced, this is an indicator of poor performance for the service.
Standards need to be reviewed regularly to avoid slip back. It is in other words doing what one
service provider says she/he will do when two competitors offer the same services, hence
enticing the customers to flock to that particular service providers. Shea and Condon, (2015)
further asserted that customers have consistently believed in a company’s ability to deliver
promises as the most vital concern to providing service quality.
The findings are in agreement with Gomolski (2015) who pointed out that as a scheme to create
lasting value and unsurpassed customer service to clients who subscribe to a particular service
automatically translates into customers for life and similarly, firms that fail to deliver on the
promise of focusing on the customer often suffer the repercussions of unreliable form of
economic loss. Dependability of service and consistency can result into Customers’ loyalty and
trust which is gained through service provider’s commitment to provision of quality service.
56
The result indicates that there is a significant positive relationship between responsiveness and
Organizational performance. The findings are consistent with Valarie, Mary and Dwayne (2016)
who indicated that responsiveness is the willingness to help customers and provide prompt
service which is fulfilled by promptness and attentiveness in dealing with customers’ requests,
questions, complaints and problems. The findings are supported by Shea and Condon, (2015)
who observed that customers judge a firms’ responsiveness by assessing how long it takes and
the degree of attentiveness shown in response to their questions, complaints and problems. This
was stressed further by Balunywa, (2015) who also emphasized that when a customer has a need,
meet it, be easy, accessible and available to the customers. Shea and Condon, (2015) emphasize
that responding fast to customer requests breeds better relations which in turn impact on
performance.
The finding above in are congruence with Bullard (2019) who observed that consistently
addressing the needs of the customer through attention to detail, prompt and courteous
assistance, and the use of knowledgeable employees is the first objective in providing a
memorable experience. Effective customer service policies focus on providing consistent
services. When a firm creates a customer centric and high quality service policy it continues to
create lasting value for the customer.
The findings are concur with Valarie, et al (2016) who indicated that customers have a right to
complain or get enquiries from the help desk or from the field staff as emphasized by Valarie, et
al 2016 pronouncements on ideas concerning flexibility. This flexibility is empirical in terms of
customization/modification of the communication service and paying attention to the user’s
problems and requests. This is enhanced by the help of systems and operations that respond to
57
unpredictable complaints. In certain instances, some customers do not raise complaints to City
Tyres Uganda directly. This is true enough, no need to wait for “the service very right the
second time” because once lost regaining may cost more or never to the same as before, so the
earlier, the better.
The result indicates that there is a significant positive relationship between empathy and
Organizational performance. The findings are in agreement with Lee and Kim, (2020) who
asserts that care would be accessibility, communication and understanding customers’ interests.
Accessibility would be through various ways; telephone, short waiting time to receive services,
convenient operation hours and convenient location of service facility. Communication looks at
keeping customers informed in a language they understand, listening to the customers and
speaking simply and plainly with the customers. Understanding the customers; in the sense that
there needs are comprehended by responsible service providers and worked upon in time,
learning the customer’s specific requirements, providing individualized attention, recognizing
the regular custom.
Further still, Shea and Condon, (2015) stressed the need by customers to be known on an
individual basis and feel that the company understands and addresses their individual
requirement. Small firms relatively earn greater market share by focusing on empathy that
enhances them to enjoy economies of scale than big companies. Emerson (2017) said that
customers are concerned with empathy and will always remember the way they were treated by
the firms employees and what actions were taken to satisfy their needs. Bullard (2019)
interposed that with poor service quality the likelihood of losing customer is consequent.
Organizational performance or performance of a project is dependent on the firm’s ability to
58
retain customers and so this ushers in the need for of meeting and knowing each customers
individual needs and expectations.
Basing on Lee and Kim (2020), listening to customers, learning their requirements and
envisaging the trend of customer demands, is a clear indicator of mastery of a clear assessment
of what customers might desire in the future. This is advanced empathy. In the bid to fulfill this
advanced empathy in line with two way radio communication services, City Tyres Uganda has
cared to provide regional offices, website and a toll line as remedy to solving inaccessibility to
information and services of the City Tyres Uganda which contributes to organizational
performance .
5.4 Conclusion
The study concluded that City Tyres Uganda could still improve on its customer service by
focusing on enhanced accuracy, consistence, and dependability of the service and to enhance
The findings on the relationship between customer service on organizational performance
showed that, there is some level of customer service at City Tyres Uganda, predisposed by
ability of staff to taking on extra tasks by staff to ensure quality service provision, convenience
in handling of customer service problems, increased readiness to respond to customers' requests,
provision of on time and in time services to customers, and neatness and professional delivery of
services to customers.
The study on the influence of responsiveness on organizational performance found that,
organizational performance is significantly influenced by provision of relevant care and help to
59
customers / passenger, quick response to customers' requests, implementation of service quality
policies at the airport, and informing customers about when services were performed.
The study concluded that City Tyres Uganda could still improve on its service responsiveness by
focusing on enhanced readiness, flexibility, willingness of the service and to enhance
organizational performance and retention.
The study concluded that half of the customers of City Tyres Uganda were dissatisfied with the
level of care aspect of empathy offered by the organization which may lead to their dropout due
to perceived low care and consideration of service empathy. It was inferred that to enhance
organizational performance, the management needs to continuously improve on empathy and
consideration of customers’ needs.
5.5 Recommendations
To enhance the organizational performance, the study recommends that the management of City
Tyres Uganda should set and monitor customer service performance targets focusing on service
accuracy indicator of providing the service in first time/real time and an error free frequency to
all customers. This should be complemented with setting of targets on service dependability
indicators of availability of City Tyres Uganda staff and customer waiting time; and setting of
targets on service consistence to be seen as offering desirable service quality with fairness and
equality to all customers.
The managers in various departments should effectively implement service quality services in
the organization. This is imperative in influencing organizational performance since it can pave
way for provision of high quality services in the organization resulting to improved
60
The staff of City Tyres Uganda should be willing and able to take on extra tasks to ensure quality
service provision. This requires that City Tyres Uganda staffs are trained on basics of all mostly
demanded passenger services. This is capable of improving the organizational performance at
City Tyres Uganda .
To enhance the organizational performance, the study recommends that the management of City
Tyres Uganda should set and monitor service responsiveness performance targets focusing on
readiness indicators of prompt customer information dissemination coupled with speed of
service and customized services.
The management should equally revisit its policies and express willingness to negotiate tariff
plan cost adjustments and offering of waivers as deemed appropriate. The above should be
complemented with set service flexibility indicators related to frequency adjustments, offering of
flexible service such as data and image, and offering of technical expertise whenever necessary.
The management and staff should ensure that there is quick response to customers’ requests.
This can be made possible by having enough committed customer desk officers who are fully
available to listen to and respond to customers’ requests. This improved on the level of
organizational performance at City Tyres Uganda .
To enhance the organizational performance, the study recommends that the management should
set and monitor service empathy indicators of care related to individualized attention and
understanding of customers’ needs. This should be complemented with the development of
service consideration targets related to treatment of customers opinions and staff access on
request.
61
5.6 Suggestions for further studies
This study recommends the following areas for future studies:
This study should investigate the level of satisfaction of employees at City Tyres Uganda to
understand whether workers are contented with the job positions they hold and the working
conditions they are exposed to. This is because; the employees are responsible for ensuring
service quality for satisfactory customer experience and their satisfaction at City Tyres Uganda
should equally be a matter of concern.
62
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APPENDIX 1: QUESTIONNAIRE FOR THE TYRE FITTERS AND ALIGNERS,
CUSTOMERS AND MARKETERS
Dear Respondent,
I am Namanya Flavia, a student at Uganda Management Institute pursuing a Master’s Degree in
Business Administration. As one of the requirements for being awarded this qualification, I am
conducting a study on “Customer service and organizational performance: a case of City Tyres
Uganda”. You have been identified as one of the resourceful people to participate in this study.
You are requested to answer the questions honestly to enable reliable conclusions and
recommendations. All your responses was used strictly for research purposes and treated with
anonymity and utmost confidentiality.
SECTION A: DEMOGRAPHIC CHARACTERISTICS
Please tick the option that best describes you.
Indicate your Sex
Male Female
1 2
In which age bracket do you fall? Highest Education Level
Certificate Diploma Degree Masters
1 2 3 4
Years of Service
1-3 years 4-6 years 7-9 years 10 years and above
1 2 3 4
76
Education level
Certificate Degree Diploma Masters
1 2 3 4
SECTION B: QUESTIONS ON THE STUDY VARIABLES
You are required to answer the following statements using the key presented to you. Key: 5
Strongly Agree (SA), 4- Agree (A), 3- Not sure (NS), 2- Disagree (D), and 1 represents Strongly
Disagree (SD).
Statements on reliability SA A NS D SD
1 I can rate City Tyres Uganda as providing services right first
time
2 City Tyres Uganda is available to handle frequent customer
requests
3 City Tyres Uganda is open minded to customer feedback
(complaints and suggestions).
4 City Tyres Uganda strives to show that they offer a desirable
service quality to her customers
5 City Tyres Uganda offer uniformity in the delivery of all the
service at their level regardless of constraints
6 City Tyres Uganda offer fairness in the delivery of all the
service at their level regardless of constraints
Statements on responsiveness
1 City Tyres Uganda promptly keeps us informed on when our
requested services was performed
2 The City Tyres Uganda is always speedy in offering services
requested from them
3 We receive personalized services related to City Tyres Uganda
immediacy whenever needed
77
4 All our requests to City Tyres Uganda Company are resolved by
a zealous team
5 City Tyres Uganda carries out service quality workshops for staff
which promotes organizational performance
6 City Tyres Uganda strengthens the monitoring mechanism
within the organization to evaluate the services undertaken by the
staff
Statements on Empathy
1 City Tyres Uganda staff gives us adequate care to her customers
2 City Tyres Uganda always takes our best interest at heart.
3 City Tyres Uganda staff take efforts to understand our customer
needs
4 City Tyres Uganda resolves promptly complaints raised over by
her customers
5 Our opinions by customers are treated with high regard in City
Tyres Uganda
8 City Tyres Uganda staff can be accessed at our convenient hours
9 City Tyres Uganda strives to visualize on communication
problem in the event of the communication failures on our
frequency
Organizational Performance
1 There is speed and timeliness of service delivery.
2 City Tyres Uganda meets my expectations
3 I have a good experience with the services offered in this
company
4 Service providers have the ability to communicate with the
customer in a way he or she will understand
5 There is apparent staff commitment to their work, including the
pride and satisfaction they apparently take in their job, their
diligence and thoroughness
6 There is punctual service delivery and an ability to keep to
78
agreements made with the customer
8 Clients rate highly City Tyres Uganda’s professionalism
9 Clients are happy with City Tyres Uganda’s responsiveness
Thanks for your time & cooperation
79
APPENDIX II: INTERVIEW GUIDE FOR THE MANAGER AND SUPERVISOR
Dear Sir/ Madam,
I am Namanya Flavia, a student at Uganda Management Institute pursuing a Master of Business
Administration degree. As one of the requirements for being awarded this qualification, I am
conducting a study on “Service Quality and the Organizational performance: A Case of City
Tyres Uganda”. You have been identified as one of the resourceful people to participate in this
study. You are requested to answer the questions honestly to enable reliable conclusions and
recommendations. All your responses was used strictly for research purposes and treated with
anonymity and utmost confidentiality.
i. Describe your experiences in the reliability of the services offered by City Tyres
Uganda?
ii. Explain your experience with City Tyres Uganda on responsiveness regarding readiness?
to respond, flexibility and willingness to deliver your company's requests for
satisfaction?
iii. What experience do you have from City Tyres Uganda about empathy, i.e. caring and
customer retention?
iv. Please probe the responsiveness of City Tyres Uganda in terms of prompt services,
willingness to serve and flexibility?
v. Please probe the reliability with City Tyres Uganda in terms of network accessibility,
staff availability and record keeping?
vi. Please probe the empathy with City Tyres Uganda in terms of caring, consideration and
interview expectations?
vii. How effective is City Tyres Uganda in terms of service delivery (probe in details)
viii. Describe your experiences with customer Feedback?
Thank you for your time & cooperation

80
APPENDIX III: SAMPLE SIZE FROM A GIVEN POPULATION
N S N S N S N S N S
10 10 100 80 280 162 800 260 2800 338
15 14 110 86 290 165 850 265 3000 341
20 19 120 92 300 169 900 269 3500 246
25 24 130 97 320 175 950 274 4000 351
30 28 140 103 340 181 1000 278 4500 351
35 32 150 108 360 186 1100 285 5000 357
40 36 160 113 380 181 1200 291 6000 361
45 40 180 118 400 196 1300 297 7000 364
50 44 190 123 420 201 1400 302 8000 367
55 48 200 127 440 205 1500 306 9000 368
60 52 210 132 460 210 1600 310 10000 373
65 56 220 136 480 214 1700 313 15000 375
70 59 230 140 500 217 1800 317 20000 377
75 63 240 144 550 225 1900 320 30000 379
80 66 250 148 600 234 2000 322 40000 380
85 70 260 152 650 242 2200 327 50000 381
90 73 270 155 700 248 2400 331 75000 382
95 76 270 159 750 256 2600 335 100000 384
81
APPENDIX IV: PLAGIARISM REPORT
82

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CUSTOMER SERVICE AND ORGANIZATIONAL PERFORMANCE: A CASE OF

CITY TYRES UGANDA

A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCES

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF MASTER OF BUSINESS ADMINISTRATION

UGANDA MANAGEMENT INSTITUTE

where other people’s work has been used.

Sign ……………………………………. Date………………………………..

approval as Institute supervisor.

Sign ……………………………………. Date………………………………..

Dr. Nuwagaba Innocent

Uganda Management Institute

Sign ……………………………………. Date………………………………..

Mr. Wanume Paul

Uganda Management Institute

This dissertation is dedicated to my family members, especially my dear husband, my children,

and my parents, for their support and moral encouragement.

LIST OF ACRONYMS AND ABBREVIATIONS.................................................................XII

1.2 Background Of The Study.........................................................................................................1

1.2.1 Historical Background............................................................................................................1

1.2.2 Theoretical Background.........................................................................................................3

1.2.3. Conceptual Background........................................................................................................4

1.2.4 Contextual Background..........................................................................................................5

1.3 Statement Of The Problem........................................................................................................6

1.4 Purpose Of The Study...............................................................................................................6

1.5 Specific Objectives....................................................................................................................7

1.6 Research Questions...................................................................................................................7

1.7 Research Hypothesis.................................................................................................................7

1.9 Significance Of The Study........................................................................................................8

1.10 Justification Of The Study.......................................................................................................8

1.11 Scope Of The Study.................................................................................................................8

1.11.1 Geographical Scope..............................................................................................................9

1.11.2 Content Scope.......................................................................................................................9

1.11.3 Time Scope...........................................................................................................................9

2.2 Theoretical Review..................................................................................................................10

2.3 Conceptual Reviews................................................................................................................11

2.3.1 Organizational Performance.................................................................................................11

2.4 Review Of The Related Literature..........................................................................................12

2.4.1 Reliability And Organizational Performance.......................................................................12

2.4.2 Responsiveness And The Organizational Performance.......................................................13

2.4.3 Empathy And Organizational Performance..........................................................................15

2.5 Summary Of Literature Review..............................................................................................16

3.2. Research Design.....................................................................................................................17

3.3 Study Population.....................................................................................................................17

3.4 Determination Of The Sample Size.........................................................................................17

3.5.1 Census Sampling...................................................................................................................18

3.6 Data Collection Methods.........................................................................................................19

3.6.1 Questionnaire Survey Method..............................................................................................19

3.6 Data Collection Instruments....................................................................................................19

3.6.2 Interview Guide....................................................................................................................20

3.7 Data Quality Control...............................................................................................................20

3.8.2 Reliability Of The Questionnaire.........................................................................................22

Results In Table 3.3 Revealed The Reliability Of The Questionnaire To Be 0.823.....................23

3.8.3 Trustworthiness Of The Interview Guide.............................................................................23

3.8 Data Collection Procedures.....................................................................................................25

3.9 Data Analysis...........................................................................................................................25

3.10.1 Quantitative Analysis.........................................................................................................25

3.11 Variable Measurement...........................................................................................................26

3.11 Ethical Consideration............................................................................................................26

PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS..................................28

4.2 Response Rate.........................................................................................................................28

4.3 Background Information.........................................................................................................29

4.3.1 Gender Of Respondent.........................................................................................................29

4.3.2 Age Of Respondents.............................................................................................................29