Lp Customer Perception Towards Service Quality Provided by Tabung Haji Seremban 09 24

CUSTOMER PERCEPTION TOWARDS SERVICE QUALITY PROVIDED BY

TABUNG HAJI SEREMBAN

INSTITUT PENGURUSAN PENYELIDIKAN

UNIVERISTI TEKNOLOGI MARA

40450 SHAH ALAM, SELANGOR

MALAYSIA

BY:

ZUHAIRAH HASAN

RIDHAWATI HJ. ZAKARIA

OCTOBER 2009

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CUSTOMER PERCEPTION TOWARDS SERVICE QUALITY PROVIDED BY

TABUNG HAJI SEREMBAN

BY:

ZUHAIRAH HASAN


OCTOBER 2009

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Tarikh : 1 Oktober 2009

No. Fail Projek :

Penolong Naib Canselor (Penyelidikan)

Institut Pengurusan Penyelidikan

Universiti Teknologi MARA

40450 Shah Alam

Ybhg. Prof.,

LAPORAN AKHIR PENYELIDIKAN “CUSTOMER PERCEPTION TOWARDS SERVICE

QUALITY PROVIDED BY TABUNG HAJI SEREMBAN”

Merujuk kepada perkara di atas, bersama-sama ini disertakan 3 (tiga) naskah Laporan Akhir

Penyelidikan bertajuk “CUSTOMER PERCEPTION TOWARDS SERVICE QUALITY

PROVIDED BY TABUNG HAJI SEREMBAN” oleh kumpulan Penyelidik dari Fakulti

Pengurusan Perniagaan.

Sekian, terima kasih.

Yang benar,

ZUHAIRAH HASAN

Ketua

Projek Penyelidikan

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PROJECT TEAM MEMBERS

ZUHAIRAH HASAN

Project Leader

……………………………………………………………………………………………

SIGNATURE


Project Member

……………………………………………………………………………………………

SIGNATURE

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ACKNOWLEDGEMENT

Bismillahirrahmanirrahim,

Firstly, this research paper could not have been possible without the grace of Allah

S.W.T. thank you for giving us the joys of love and the pain of sorrows, the will to fight and the

strength, patience and guidance to endure. The successful completion of this paper was also

due to the kind and dedicated support, guidance and contribution given by many individuals.

Alhamdulillah, we manage to complete our task with the meaningful experience to us.

In addition, special thanks to Tuan Haji Nasir B. Mohd Yusoff as a manager of Tabung

Haji for his cooperation in giving me specific guideline regarding this research project. Our most

heartfelt gratitude goes to our beloved parents. Their tireless support, both morally or financially

their kind understanding, courage, love and personal attention towards the completion of this

project will not be forgotten. May Allah bless them with good life and happiness in this world and

hereafter.

Last but not least, heartiest thank you to our friends that support and help us during the

completion of this assignment. Their sincere and kind help has really enhanced our spirit,

determination and enthusiasm to go on with this assignment until the end. Thank you very much,

everybody, for such beautiful memories and words of encouragement.

Thank you, wassalam.

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TABLE OF CONTENT

Letter of Submission of Research Report ii

Registered Members iii

Acknowledgement iv

Table of Content v

List of Tables ix

List of Figures x

List of Abbreviations xi

Abstract xii

CHAPTER 1: INTRODUCTION

1.1 Service Quality 1

1.2 Background of Study 2

1.2.1 Overview of Lembaga Tabung Haji 2

1.2.2 Service In Tabung Haji 5

1.2.3 Overview of Lembaga Tabung Haji Seremban 6

1.3 Problem Statements 8

1.4 Research Questions 11

1.5 Research Objectives 12

1.6 Hypotheses 12

1.6.1 The relationship between reliability and customer perception 12

1.6.2 The relationship between responsiveness and customer perception 13

1.6.3 The relationship between assurance and customer perception 13

1.6.4 The relationship between empathy and customer perception 13

1.6.5 The relationship between tangible and customer perception 13

1.7 Conceptual Framework 14

1.7.1 Dependent Variable 14

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1.7.2 Independent Variables 16

1.7.3 The Model of Theoretical Framework 17

1.8 Significant of the research 18

1.9 Scope of Study 19

1.10 Definition of Terms 20

1.11 Limitations of Study 21

CHAPTER 2: LITERATURE REVIEW

2.1 Perception 22

2.2 Customer Perception 23

2.3 Customer Perception towards Service Quality 26

2.3.1 Contributing factors influencing perceptions of service quality 28

2.4 Service 29

2.4.1 Service Characteristics 31

2.4.1.1 Perishability 31

2.4.1.2 Inseparability 31

2.4.1.3 Intangibility 31

2.4.1.4 Variability/ heterogeneity 32

2.5 Service Quality 33

2.5.1 The importance of quality 38

2.5.1.1 Quality increases productivity 38

2.5.1.2 Quality is all pervasive 39

2.5.1.3 Quality leads to better performance in the market place 39

2.5.1.4 Quality means improved business performance 40

2.5.1.5 The customer is king 40

2.6 Quality 40

2.7 SERVQUAL 41

2.7.1 Reliability 45

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2.7.2 Responsiveness 46

2.7.3 Assurance 47

2.7.4 Empathy 48

2.7.5 Tangible 49

2.8 GAP Model 50

CHAPTER 3: RESEARCH METHODOLOGY

3.1 Organizations and Subject 53

3.2 Research Design 53

3.3 Population 54

3.4 Sampling Procedure 54

3.4.1 Sampling Size 55

3.4.2 Sampling Technique 55

3.5 Data Collection Method 56

3.5.1 Primary Data 56

3.5.1.1 Questionnaire 56

3.5.2 Secondary Data 57

3.5.2.1 Internal Data 58

3.5.2.2 External Data 58

3.6 Statistical Method 58

3.7 Data Analysis and Interpretation 59

CHAPTER 4: RESULTS OF THE STUDY

4.1 Reliability Analysis 64

4.2 Descriptive of the Respondents 65

4.3 Research Question 1 73



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4.6 Correlation 83

CHAPTER 5: CONCLUSIONS AND RECOMMENDATION

5.1 Introduction 87

5.2 Conclusion of the study 87

5.3 Recommendation 89

5.3.1 Maintaining the level of reliability 89

5.3.2 Improving Service Quality 90

5.3.3 Encouraged Customer Complaint 90

5.3.4 Handling Customer Complaint 92

5.3.5 Adopt relationship marketing 93

5.3.6 Educate the staffs 94

BIBLIOGRPAHY

APPENDIX

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LIST OF TABLES

Title

Table 4.1: Reliability of the study variables 64

Table 4.2: Frequency and Percentage of Respondent by Gender 65

Table 4.3: Frequency and Percentage of Respondent by Age 66

Table 4.4: Frequency and Percentage of Respondent Based on Personal Income 67

Table 4.5: Frequency and Percentage of Respondent by Education Level 68

Table 4.6: Frequency and Percentage of Respondent by Occupation 69

Table 4.7: Frequency and Percentage of Respondent By Number of Visits 70

Table 4.8: Frequency and Percentage of Respondent by Nature of Visits 71

Table 4.9: Frequency and Percentage of Respondent by Method of Investment 72

Table 4.10: Level of customer perception towards service quality provided

by Tabung Haji Seremban 73

Table 4.11: Level of service quality provided by Tabung Haji Seremban 75

Table 4.12: Level of Service Quality Based on Reliability Dimension 76

Table 4.13: Level of Service Quality Based on Responsiveness Dimension 77

Table 4.14: Level of Service Quality Based on Assurance Dimension 78

Table 4.15: Level of Service Quality Based on Empathy Dimension 79

Table 4.16: Level of Service Quality Based on Tangibles Dimension

Table 4.17: Relationship Between Service Quality Provided by Tabung

Haji Seremban And Customer Perceptions 81

Table 4.18: Rules of Thumb of Correlation Coefficient Size 83

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LIST OF FIGURES

Figure 1.6.3: Theoretical Framework 17

Figure 2.8.1: Gap Model by Parasuraman 50

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LIST OF ABBREVIATIONS

TH Tabung Haji

PFC Pilgrims Fund Corporation

THCC Tabung Haji Contact Centre

ATM Automated Teller Machines

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ABSTRACT

Tabung Haji (TH) birth from the idea of working paper presented by the Royal Professor

Ungku Aziz titled, “Plan to Improve the Economy of Prospective Pilgrims” in 1959. The functions

of this organization are to enable Muslims to save gradually to support their expenditure during

pilgrimage and for other beneficial purposes, to enable Muslims to have active and effective

participations in investment activities permissible in Islam through their savings and to protect,

safeguard interests and ensures welfare of pilgrims during pilgrimage by providing various

facilities and services.

The purpose of this research is to study the customer perceptions towards the service

quality provided by Tabung Haji Seremban. The research used the service quality (SERVQUAL)

dimensions. There are 5 dimensions in SERVQUAL which are reliability, responsiveness,

assurance, empathy and tangible. This dimension will be used to identify customer perception

towards service quality provided by Tabung Haji Seremban as quality services depend on the

Tabung Haji Seremban employee’s performance and their ability to provide the services. In this

study, the methods used are questionnaire to identify the relevant information regarding the

study on customer perception towards service quality provided by Tabung Haji Seremban. 100

questionnaires were given to respondents to answer the questionnaire. The result on customer

perception towards service quality will suggest whether the Tabung Haji Seremban may need

changes or improvement in their service performance in order to be able to provide continuously

quality services and achieve their motto and quality policy.

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Customer Perception Towards Service Quality – Tabung Haji Seremban

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INTRODUCTION

1.1 Service Quality

Service quality is a key concept in today‟s fiercely competitive marketplace. The

issue of service quality has received considerable attention in marketing literature

(Parasuraman, Zeithaml, and Berry, 1985, 1988). In today‟s competitive environment,

ignoring the quality issue is tantamount to corporate suicide (Young, 1987, 1990).

According to Lewis and Mitchell (1990) the 1990‟s will be the era in which service quality

predominates within the service sector.

It is probably a truism to remark that from the market‟s viewpoint quality

attainment is a desirable thing. People expect quality. Although as one is frequently

reminded in the literature, quality is always relative to consumers‟ expectations and of

course price (Daly, 1990). Bitrana and Lojo (1993) argue that the quality of service

depends not only on offering products that meet consumers‟ needs and delivering them

efficiently, but also on creating an atmosphere and overall experience that is satisfying.

Therefore, service quality is important no matter what market segment is targeted.

The quality of services is much more difficult to measure, inspect, and control

than the quality of manufactured goods (Gummesson, 1993). Three characteristics of

services account for this difficulty: intangibility, heterogeneity and simultaneity (Lovelock

1983; Shostack 1987; Sasser et al. 1978). The intangible nature of service products

makes it difficult for service firms to measure their characteristics and ascertain whether

they meet specifications. This is because consumers cannot evaluate services before

purchasing them (Zeithaml et al. 1985; Bitner 1990). Service products are

heterogeneous because customers and servers are critical components of the product

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and they are diverse individuals that cannot be completely standardized and controlled

(Bitran and Lojo 1993; Jackson, Beidell and Lunsford 1995). Simultaneously refers to

the fact that services are produced and consumed at the same time thereby preventing

firms from inspecting their product before it is sold to their customers (Dotchin and

Oakland 1994).

It is often difficult for management to be present during every service delivery,

and so it must depend heavily on employees to complete the customer interaction

satisfactorily. For example, if a problem arises, they know about it after the fact, and only

if the firm is lucky to have a customer will take the time to complain. Otherwise, the

firm‟s customer base could be eroding without their knowledge, because dissatisfaction

spreads very fast by word-of-mouth (Bitran and Lojo, 1993). Service quality is a

measure of how well the delivered service level matches consumer expectations

(Donaldson and Runciman, 1995). This quality depends on the size and direction of the

gap between expected and perceived service (Bolton and Drew, 1997, p. 309).

1.2 Background of the study

1.2.1 Overview of Lembaga Tabung Haji

In line with the concept of Islam as “Addeen”, a complete religion for this world

and the after-life, everything that has been commanded by Allah SWT will benefit

mankind on earth and during Judgement Day. With such belief and strong determination

to perform their pilgrimage, Muslims have been inspired to gather wealth to finance their

journey to the Holy Land.

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To refrain them from involving elements of usury – an illegal practice in Islam –

Malaysian Muslims in the past had resorted to various traditional; means of saving and

keeping their money for the sacred journey. There were also those who sold their

livestock, properties and inheritance to earn sufficient fund for their pilgrimage. Such

practices caused negative financial and social implications on them and their families

during and after their pilgrimage. This is besides damaging the rural economic structure

and threatening the national economic growth.

The scenario became a driving force for the government to draw up a scheme

hat could help Malaysian Muslims to save gradually for their pilgrimage. The effort saw

the birth of the Pilgrims Fund Corporation that was established in November 1962 and

commenced operation on September 30, 1963. Its existence was also strongly attributed

to a working paper presented by the Royal Professor Ungku Aziz titled, “Plan to Improve

The Economy of Prospective Pilgrims” in 1959.

To help boost its services and facilities to the prospective pilgrims, the

corporation undergoes a merger with Penang-based Pilgrimage Affairs Management

office in 1969 resulting in the formation of the Pilgrimage Management and Fund Board

or better known as Tabung Haji. Objectives of this new entity, established under Act 8 of

Pilgrimage Management and Fund Board 1969 are:

To enable Muslims to save gradually to support their expenditure during

pilgrimage and for other beneficial purposes. To enable Muslims to have active and

effective participations in investment activities permissible in Islam through their savings.

To protect, safeguard interests and ensure welfare of pilgrims during pilgrimage by

providing various facilities and services.

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With such objectives in mind, Tabung Haji is highly determined to provide

excellent and comprehensive services with premium quality to satisfy the pilgrims need

prior, during and after their pilgrimage. This is evidence of Tabung Haji‟s commitment

and dedication, not only as an alternative entity in managing Muslims investments that

are done in accordance to the Islamic teaching. Tabung Haji (TH) had done whatever it

supposed to take in order to meet the customer satisfaction towards their service. Not to

be left behind in the ever evolving corporate world and massive globalization activities,

TH has taken efforts to strengthen its position in the domestic market and international

arena to enable it to enjoy a lion share of the investment opportunities. Strategies taken

include providing effective and efficient services that will not compromise to matters

regarding quality.

TH has launched its new corporate is more consumer-friendly and portrays its

uniqueness as a giant Islamic corporate body. On the other hand, as to make it easier

for all Muslims in Malaysia to sign up with TH account. TH had taken an action to

operate their branches in nationwide, included Sabah and Sarawak. As to sustain the

quality service towards their customer, TH also recently had came up with new idea

known as THCC (Tabung Haji Contact Centre). THCC is functioning as a tele-centre,

whereby clients can make call at anytime and anywhere regarding of Hajj management.

TH determined quality as a crucial thing in presenting their service quality to their

customer. As far as TH concern, this organization always cares and concern about their

customers needs and wants. TH did saw way to improve their quality of service is by

edacate their employee‟s to strive for excellence performance and doing continuous

improvement fro time to time. Due to that, TH had organize an activity known as

“Minggu Kualiti”, whereby this event will be held every year. This activity allowed TH to

identify their productivity worker and thus directly encourage them to work hard in order

to achieve the best quality service. According to TH, objective of this activity is to create

competitive environment among employees so that they are competitive enough in this

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global era. Other than that, motive of this “ Minggu Kualiti” is to give a chance to all their

employee‟s to keep up their endeavor in planning and implementing the innovative and

systematic work. As a matter of fact, through this innovative and systematic endeavor

and high cooperation from management level allowed TH employee‟s from all level to

produce a good quality at work towards their customers. This is how they build trust fro

their customer by delivery a good quality service and thus strive for best performance

excellence.

In addition, PFC serves as an alternative financial institution for depositors who

wish to save their money in an interest-free financial system that deduct a certain portion

for zakat (tithe) at every financial year-end. Tabung Haji (TH) is without a doubt

Malaysia‟s most popular label among other Muslim nations who are envious of its

efficiency and success in managing Malaysian pilgrims (Mansor Lokman, NST p.2,

02/07/2004). Nevertheless, TH has to strive endlessly to face future global challenges to

be ahead or at par with other financial institutions. Some of the measures taken by TH

are adoption of technology, improvement of service quality, upgrading quality of human

resources and implementing aggressive marketing strategy to encourage Muslims to

invest for pilgrimage and future needs. Hence, TH must adopt the best approach in

managing depositors‟ fund that adheres to „Syariah‟ guidelines and simultaneously

retain the confidence of loyal and potential customers.

1.2.2 Service in Tabung Haji

To maintain its competitive edge and strong position in its present

economic and investment ventures, TH has made striving for world-class quality

services and products as its prioritised mission, with each employee subscribing

enhanced working cultures and values. Without abandoning its social

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responsibilities, TH is highly determined to make each business ad investment

venture a roaring success domestically and internationally. It has also made an

impressive mark in various Islamic investment instruments such as Bonds,

Corporate notes, Government Investment Certificates, Mudhaarabah Bank

Account and Bill of Acceptance.

Tabung Haji‟s investment in subsidiaries is part of its strategy to

participate directly in potential and viable sectors. Emphasis is given to the

plantation, construction, real estate development, and service sectors. The four

subsidiaries fully owned by Tabung Haji are:

a) TH Plantations Sdn. Bhd. (plantation sector)

b) TH Properties Sdn. Bhd. (real estate development sector)

c) TH Technologies Sdn. Bhd. (construction sector)

d) TH Travel & service Sdn. Bhd. (hajj, umrah, and tour services sector)

1.2.3 Overview of Lembaga Tabung Haji Seremban

Lembaga Tabung Haji Seremban was established and operated in

June, 20 1972. Currently, TH Seremban was operated their business in

Kompleks Terminal 1, Jalan Lintang Seremban. The manager of TH Seremban

is Tuan Haji Mohd Nasir bin Mohd Yusoff. Serves their customers with efficient

and quick services are one of their priorities and could be most important part.

Thus, TH had decided and implements several strategies in order to deliver the

services to customers in an outstanding manner. One of the strategies is, to

provide the customer with a multi channel interface in order to make customer

feel easy, and quick in dong transaction with. As a technology is rapid change in

a global era, for financial institution especially in electronic banking such as

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Automated Teller Machines (ATM), and electronic banking, TH also take the

opportunity to merge with the other well known financial institutions to adopt

electronic banking. As a professional and responsible corporate organisation,

Tabung Haji has never failed to keep abreast with development domestically

and internationally to maintain its competitive edge.

Tabung Haji (TH) birth from the idea of working paper presented by the

Royal Professor Ungku Aziz titled, “Plan to Improve the Economy of Prospective

Pilgrims” in 1959. The functions of this organization are to enable Muslims to

save gradually to support their expenditure during pilgrimage and for other

beneficial purposes, to enable Muslims to have active and effective

participations in investment activities permissible in Islam through their savings

and to protect, safeguard interests and ensures welfare of pilgrims during

pilgrimage by providing various facilities and services.

The effort saw the birth of the Pilgrims Fund Corporation that was

established in November 1962 and commenced operation on September 30,

1963. As a professional and responsible corporate organization, Tabung Haji

has never failed to keep abreast with development domestically and

internationally to maintain its competitive edge. A study to strengthen its position

in the international platform and to diversify its scope and functions was

conducted in 1995.

Result to such an aggressive move was the introduction of a new act,

the Pilgrimage Board Act 1995 or better known as Akta Tabung Haji 1995 that

came on stream on June 1, 1995. Enforcement of the new act 535 has

automatically abolished the previous act and the name Pilgrimage Management

and Fund Board has been changed to Pilgrimage Board (better known as

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Lembaga Tabung Haji) effective from August 28, 1997. A more corporate-

looking abbreviation, TH, was introduced to the Malaysian and international

public to replace the words Tabung Haji.

The department of the TH can be divided into several categories such

as depository, hajj, investment, human resources, administration, finance,

information technology ad GMD/ CEO office that have their own function to

make TH become success.

Thus, this paper focuses on the customer perception towards service

quality provided by Tabung Haji Seremban. Besides that, the researcher wants

to identify the level of customer perception towards service quality and to

determine which factor that most influence customer perception towards service

quality provided by Tabung Haji Seremban.

1.3 Problem Statement

Parasuraman (1988), defined the service quality as the degree between

customer‟s normative expectations for the service and their expectation from the

service and their perceptions of the service performance. Other studied by Lewis and

Booms (1983), defined service quality as a measure of how well the service delivered

matches customers expectation are closely linked to attitude and quality has also

been conceptualized from the perspective of attitude. According to Ancarani and

Capaldo (2001), control of service is an increasing prevalent trend in the context of

public management. In most services, quality occurs during service delivery, usually in

an interaction between the customer and contact personnel of the service firms. For

this reason, Zeithaml, Valerie A., Berry, Leonard L., and Parasuraman (1988), said

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service quality is highly dependent on the performance of employees, an

organizational resource that cannot be controlled to the degree that components of

tangible good can be engineered. Therefore, customer perception towards quality

services provided by Tabung Haji depends on the Tabung Haji employee‟s

performance and their ability to provide the service.

According to Agus A, Baker S., and Kandampully J., (2007), there are two

perspectives to the ongoing pursuit of service quality. From the perspective of the

service organization, there is a desire to survive and compete in a global environment.

From the perspective of the customer, there is a desire for better quality services.

Anderson and Zeithaml, (1984) and Buzzell and Gale, (1987), as cited in Agus A.,

Barker S, and Kandampully J., (2007), said service quality is known to contribute to

customer satisfaction. In addition to improving level of customer satisfaction,

Parasuraman (1991), said service quality has also been shown to provide benefits in

terms of differentiation, market share, profitability and developing strategy.

According to Anuar Bahari, Kamsol Mohamed Kassim and Norizah Kassim in

Retaining Customers through Relationship Marketing: A study on an Islamic Financial

Institution (2009), Tabung Haji enjoys its unwavering privileged status as the sole

government-linked company that manages the pilgrims - a monopolistic company in a

non-challenging marketplace. Hence, Tabung Haji is confident of acquiring customers

without facing any stiff competition as in oligopolistic or highly competitive market.

However, in terms of savings account depositors, Tabung Haji faces competition from

banks that offer Islamic banking transactions. Previous studies by Storbacka,

Strandvik & Gronroos (1994) highlighted the link between customers‟ perception and

the decision to opt for alternatives in a highly competitive market. However, lately

Tabung Haji received several complaints on personnel (front-line service employees)

and counter services in almost all its branches throughout Malaysia. Some depositors

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aired their grievances through the Internet and newspapers. Other unofficial

complaints were heard through conversations at the respective Tabung Haji branches.

Some depositors also compared Tabung Haji counter service to that of banks.

It has been observed that most of the studies on service quality have been

done in foreign countries. The results and findings found may be impressive and

logical. However, it may not be as much applicable to Malaysia as the culture and

other variables may vary. It will highlight how the perceived service quality in

Malaysian banks would affect its business operations. It is believed that customer

satisfaction will affect overall service quality therefore the need to find the factors of

effect.

Therefore, an understanding of the nature of service quality and how it is

achieved in organization has become a priority for a marketing research. Due to this

Tabung Haji need to understand the customer perception towards service quality

provided by Tabung Haji in order to continuously able to provide efficient and quality

services to its customer and achieve customer satisfaction. They also need to

understand customer perception towards service quality provided by them before any

measurement can be taken for future benefit.

This study will analyze whether Tabung Haji have provided a quality services to

its customer by using SERVQUAL Dimension. Parasuraman (1998), said a good

operational example of a standardized framework for understanding service quality is

the SERVQUAL instrument. The SERVQUAL dimension comprises of 5 dimensions

which are the reliability, responsiveness, assurance, empathy and tangible. According

to Parasuraman (1991) as cited in Rooma Roshnee Ramsaran-Fowdar (2008) said

that SERVQUAL instrument is a reliable and valid service quality measure with

relatively stable dimensions that apply across many services industries. SERVQUAL

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also can help a wide range of service organizations in assessing consumer

expectation and perceptions of service quality. It can help in pinpointing areas

requiring managerial attention and action to improve service quality.

Therefore, it is important to understand the customer perception towards the

service quality provided by Tabung Haji whether they able to achieve their service

quality policy and motto as well as be able to provide continuously efficient and quality

services to their customer.

1.4 Research Question

This study seeks to answer the following research questions:

RQ 1 : What is the level of customer perception towards service quality provided

by Tabung Haji Seremban?

RQ 2 : Which factor that most influence customer perception towards service

quality provided by Tabung Haji Seremban?

RQ 3 : Is there any relationship between independent variable (reliability,

responsiveness, assurance, empathy and tangible) and customer

perception towards service quality provided by Tabung Haji Seremban?

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Lp Customer Perception Towards Service Quality Provided by Tabung Haji Seremban 09 24

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