HR Analytics (HRM7640)

 Background

This report is developed to ascertain the key factors contributing to our customers’ satisfaction across
the 5 regions which we have presence: Singapore, India, Spain, Canada and Korea.
Customer satisfaction can be determined as a person’s feeling of pleasure or displeasure as a result of
comparing the product published performance in relation to its expectations (Kotler, 2000).
Customer satisfaction means customer fulfillment response (Oliver ,1997). According to Giese &
Cote (2000) satisfaction is the main key to repurchase and retention.

 Objectives

 To determine key factors that promote customer satisfaction

 To identify key elements for staff promotion
 To ascertain key areas for customer service improvement

 Demographic breakdown of Respondents

HR Analytics (HRM7640)
Highest Education
University or
High School College above Total
Gender
Gender Female 11 6 33 50
Frequency
Male Percent Valid
3 Percent 8 Cumulative Percent
54 65
Valid
Total Female 50 14 43.5
14 87 43.5 43.5
115
Male 65 56.5 56.5 100.0
Total 115 100.0 100.0

Gender * Region Crosstabulation

Region Total
Singapore India Spain Canada Korea
Gender Female 20 11 10 9 0 50
Male 59 3 1 0 2 65
Total 79 14 11 9 2 115
HR Analytics (HRM7640)

Standard Deviation, Mean, Median and Variance

Age Highest Education Region Gender

N Valid 115 115 115 115
Missing 0 0 0 0
Mean 38.00 2.63 1.62 .57
Median 36.00 3.00 1.00 1.00
Std. Deviation 9.844 .692 1.056 .498
Variance 96.912 .479 1.115 .248

 Identification of the predictors for Customer Satisfaction

We are considering job satisfaction, organizational tenure, and relationship with supervisor to
predict the average customer satisfaction rating using multiple linear regression

Variables Entered/Removeda
Model Variables Entered Variables Removed Method
1 All in all, I am satisfied with . Enter
my job., Highest Education,
Gender, How would you rate
your working relationship
with your supervisor?,
Region, Organizational
tenure in yearsb
a. Dependent Variable: Average customer satisfaction rating last year (1:lowest - 7:highest)
b. All requested variables entered.
HR Analytics (HRM7640)

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .394a .155 .108 .67651

a. Predictors: (Constant), All in all, I am satisfied with my job., Highest Education,

Gender, How would you rate your working relationship with your supervisor?, Region,
Organizational tenure in years

R Square = 0.155. Our independent variables account for a good deal of variation
(15.5%) in Average customer satisfaction rating.

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 9.082 6 1.514 3.307 .005b
Residual 49.428 108 .458
Total 58.511 114
a. Dependent Variable: Average customer satisfaction rating last year (1:lowest - 7:highest)
b. Predictors: (Constant), All in all, I am satisfied with my job., Highest Education, Gender,
How would you rate your working relationship with your supervisor?, Region,
Organizational tenure in years

Result: p = 0.005. This model is highly significant.

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.671 .516 7.113 .000
Gender .278 .146 .194 1.913 .058
Highest Education .099 .116 .096 .854 .395
Organizational tenure in -.001 .010 -.008 -.068 .946
years
HR Analytics (HRM7640)
Region -.073 .069 -.107 -1.054 .294
How would you rate .112 .086 .128 1.302 .196
your working
relationship with your
supervisor?
All in all, I am satisfied .119 .059 .192 2.011 .047
with my job.
a. Dependent Variable: Average customer satisfaction rating last year (1:lowest - 7:highest)
Result: All independent variables are greater than the P Value: 0.005. They are not statistically
significant:

Model regression formula: Customer Satisfaction Rating

3.671 + 0.278 (Gender) – 0.09 (Education) - 0.01 (Organizational tenure in years) - .073 (Region) –
0.112 (relationship with supervisor) +0.119 (Job Satisfaction).

 Regional Differences on Job Satisfaction

Job Satisfaction indicates the pleasurable emotional state resulting from the appraisal of one’s job as
achieving or facilitating the achievement of one’s job values ( Locke,1976)

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
All in all, I am 115 100.0% 0 0.0% 115 100.0%
satisfied with my job. *
Region

Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 9.152a 24 .997
Likelihood Ratio 11.021 24 .989
HR Analytics (HRM7640)
Linear-by-Linear Association .260 1 .610
N of Valid Cases 115
a. 31 cells (88.6%) have expected count less than 5. The minimum expected count is .
02.
Chi-Square Pearson’s is 9.152
P Value > 0.05 means no effect was observed

Recommendations

 Focus on employee engagement.

Christian, Garza, and Slaughter (2011) described engagement as a broad construct that
involves a holistic investment of the entire self in terms of cognitive, emotional, and
physical energy. Claims have been made that organizations with engaged employees
have higher shareholder returns, profitability, productivity, and customer satisfaction
(Crawford, LePine, & Rich, 2010; Harter, Schmidt, & Hayes, 2002) We can regularly
assess staff engagement levels using frequent and anonymous pulse surveys .

 Promote dialogue and open communication

Poor communication is the basis of supervisor- employee relations issues. Open dialogue and clear
communication enhance good employee relations. This should also be a clear line of communication
to express grievances and to resolve conflicts without fear.

 Development of clear reward system

Employees who is rated high during key performance evaluation should be rewarded. Effective
coaching should be made available for any employee who falls short of the set standard.

 Setting clear criteria for achieving customer satisfaction .

HR Analytics (HRM7640)

Source : www.van-haaften.nl

References

Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review

and test of its relations with task and contextual performance. Personnel Psychology, 64, 89– 136.

Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to

employee engagement and burnout: A theoretical extension and meta‐analytic test. Journal of
Applied Psychology, 95, 834– 848.

Giese, J.L. and Cote, J.A. (2000), “Defining consumer satisfaction”, Academy of Marketing
ScienceReview, No. 1, pp. 1-24

Giese, J.L. and Cote, J.A. (2000), “Defining consumer satisfaction”, Academy of Marketing Science
Review, No. 1, pp. 1-24
HR Analytics (HRM7640)
Kotler, P., (2000), Marketing Management. 10th ed., New Jersey, Prentice-Hall.

Locke, E.A.(1976), ‘The Nature and Causes of Job Satisfaction’. In Dunnette, M.P. (Ed.) Handbook
of Industrial and Organizational Psychology, Chicago: Rand McNally, pp. 1297-1350

Oliver, R. L., (1997), Satisfaction: A Behavioural Perspective on the Consumer, New York, McGraw
Hill.

Ronald van Haaften2017, Customer Satisfaction Model, accessed 5 November 2020,

<https://www.van-haaften.nl/customer-satisfaction/customer-satisfaction-models>