Balancing the Delicate Space between Organizational Culture and Customer Service Quality: An Empirical Review for Systemic Excellence in the Electrical Energy Sector in Kenya

Abstract

This systematic and empirical review attempted to expand the frontiers of knowledge by analyzing the existing delicate space between organizational culture and customer service quality, using Kenya Power as a statistical representative sample of the Electrical Energy Sector in Kenya. Organizational culture has been a topical issue in the corporate world for many decades due to its assumed ability to predict business effectiveness and success. Whereas this conviction is a true story in most companies across the globe, in some companies, it is a dreadful undertaking and Kenya Power is no exception. To examine this delicate space, the study tested a null hypothesis of no significant effect between (X) organizational culture and (Y) customer service quality while taking into account the existing multiple covariates within the causal chain. Utilizing a mixed method approach, the study collected both numerical and qualitative data from 76 respondents (n) (statistically obtained from 95 N) and 10 key informants respectively. At the univariate level, frequency counts and means were used while at the multivariate level, multiple linear regression analysis was applied in order to determine the total impact of X(s) on Y, while qualitative analysis was carried out through thematic and discursive methods. Study findings revealed that, all the 7 constructs of the independent variable had a positive and significant effect on the dependent variable. The R Square, which indicates the total impact of X(s) on Y stands at 76%, implying that, the constructs of the independent variable positively and significantly predicted the dependent variable. The extraneous variables, which in this case were competing with the independent variable to explain a change in the dependent variable stand at 24%. Implying that, the excluded independent variables as far as quantitative data were concerned, had a weak impact on the dependent variable. However, the interview results indicated a divergence in opinion and reasoning. Key informants alluded that, re-branding strategies, customer focused models, political factors, ICT adoption, research, quality management system and so on are more relevant than culture itself in predicting organizational effectiveness and customer satisfaction. It is upon this basis that this study recommended that, much as organizational culture is being applauded for shaping customer service quality by the numerical data, it is much more logical to focus on the new inroads provided by the qualitative data in this study. Integrating research, ICT, customer-driven models, and quality management systems in the business processes at Kenya Power, will not only help the firm to establish a competitive culture; rather, will keep it afloat and sound in a business context.

Logistics Aspect of Organizational Culture and Normative Commitment in Electric Energy Supply Chain

“…The results obtained in our study support the literature. Ssemugenyi et al [64] point out that organizational culture is the widely shared values within an organization that provide coherence and cooperation to achieve goals. Moreover, they explain that enterprises should invest in a cooperative culture that glues employees and customers together for organizational excellence in the Electrical Energy Sector in Kenya.…”

Untitled

“…Methodology is the systematic and theoretical analysis of the techniques applied to a field of study. It systematically describes the procedures that have been followed in conducting a study (Olive, Mugenda, & Mugenda, 2003) cited in Ssemugenyi et al (2020). In light of this, the study adopted a mixed method approach that rests entirely on the application of both qualitative and quantitative models of analysis (Fred et al, 2019).…”

“…Whereas this may not be the case in as far as Ssemugenyi, Asumwa, and Kazibwe (2020) are concerned, on the other hand, it has been repeatedly mentioned that East African universities have not done much to retain their academics (Horwitz, 1991). One may argue that this observation is outdated given the passage of time, but many recent findings such as Powell (2010); James (2015) have all corroborated this finding.…”

“…High turnover rate among academics and poor human resource development strategies are perennially threatening to the extent that one wonders whether a change from personnel management to human resource development has had any positive impact to human management. (Ssemugenyi et al, 2020). Human resource development involves the development of a consistent, aligned collection of practices, and policies to facilitate the achievement of the organization's strategic objectives (Melody, 2013).…”

Work Environment, Human Resource Practices, and Organizational Culture: A Causal Model on Service Quality of Employees in Government Agency in Davao Region

“…In contrast, a weak culture can lead to high turnover, poor customer relations, passivity, and disorientation, resulting in decreased performance levels, employee morale, and productivity, all of which can be detrimental to organizational success. Organizational culture is crucial for sustaining job satisfaction, performance, and service quality (Budi & Abidin, 2021;Ssemugenyi, Asumwa, & Kazibwe, 2020;Alkhodary, 2023;Vernadeth, Anindita, & Aida, 2020;Gutterman, 2020;Paais & Pattiruhu, 2020;Soomro & Shah, 2019;DP & Riana, 2020;Karakasnaki, Psomas, & Bouranta, 2019).…”