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|Title:||Customer Care and Organisational Performance of Selected Tour and Travel Companies in Kampala-Uganda.|
Tour and Travel Companies
|Publisher:||Kampala International University, College of Economics and Management Sciences .|
|Abstract:||The study intended to establish the relationship between Customer care and organisational performance of selected tour and travel companies in Kampala, Uganda. it was guided by the following objectives; (a) To determine the profile of the respondent (b) to determine how communication influences the organizational performance; (c) to examine how time taken by customers before being served influences organizational performance; (d) To determine how staff etiquette influences the organizational performance (e) To examine the extent to which customer care training influences organizational performance of selected Tour and Travel Companies. Descriptive correlational and cross-sectional designs were used. Data analysis was done using frequencies, percentages, means, and Pearson linear correlation coefficiency (PLCC). The data collection methods were questionnaires interview guide and document analysis. The findings indicated that most respondents were male with (54%), ranged between 20-39 years of age with (66%), over (50%) had bachelors' in education and majority (60%) had a length of experience between 6-10 years. Regarding Customer Care the findings reveals that, four constructs were measured and rated as follows; Customer involvement (average mean= 3.06), Innovativeness (average mean= 2.95), Adaptability (average mean= 3.01), Mission (average mean= 3.09) with an overall mean of 3.027. On organisational Performance (n=lOO), the findings indicate that four constructs were measured and rated as follows; Financial performance (Average mean=3.01), Market performance (Average mean=2.94), shareholder return (Average mean=2.93), Services provided (Average mean=3.03), with an overall Mean=2.98. It was recommended that, realize that your people will treat your customer the way they are treated; go the extra mile, give customers the benefit of the doubt. If a customer makes a request for something special, do everything you can to say yes; Set meaningful, attainable expectations aligned with the mission and broad objectives of your programs; be clear about employee expectations, and explain any measurements used; seek out employees' ideas to develop appropriate critical elements or outcomes that support your work and lead to the achievement of organizational goals; provide employee access to the necessary tools, resources, and environment supportive of performance enhancement; assess and communicate progress regarding performance. Credible, constructive feedback includes timely, specific references to predefined targets and goals; Provide for coaching, mentoring, and the active pursuit of new knowledge, using traditional and innovative means to enhance learning, optimize employee strength, and address areas targeted for improvement. Provide employees with mid-year progress review and final evaluation feedback, demonstrate appreciation of employee performance and recognition, Communicate clear goals and expectations to your employees; the majority of employees want to be a part of a compelling future, want to know what is most important at work and what excellence looks like. Share information and numbers; be open-minded and encourage them to express their ideas and perspectives without criticism. This means putting into practice everything you have learned about effective listening. Address their concerns in the best way you can. Actively promote organizational effectiveness, reputation, values and ethics; It is imperative that the employee knows exactly what is expected of his or her performance. Describe exactly what you're looking for from the employee and exactly how you will evaluate the performance. Make sure that you also share the performance format with the employee so she is not surprised at the end of the performance review time period. Share with the employee how your organization will assess performance; avoid the horns and halo effect in which everything discussed in the meeting involves positive and negative recent events. Jot notes with key points of feedback. Let staff tell their own stories; build engagement; provide constant feedback on the positives; Delegate; demonstrates your trust in them to do the job correctly and increases their ownership of the task.|
|Description:||A research report submitted to the College of Economics and Management in Partial Fulfillment of the Requirements for the Award of a Bachelor's Degree in Tourism and Hotel Management of Kampala International University.|
|Appears in Collections:||Bachelor of Tourism and Hotel Management|
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