OBAFEMI AWOLOWO UNIVERSITY

ILE-IFE.

Problems of Management Information System in Nigerian Public Service.

A Case Study of National Bureau of Statistics

By:
Nwaokomah Samuel
ADP08/09/NIM/H/3327

Submitted to:
Dr. Oji
Co-ordinator, Abuja Center
National Institute of Management

In partial fulfillment for the requirements of the award of the

Postgraduate Diploma in Management.
Table of Contents

DECLARATION I
DEDICATION II
AKNOWLEDGEMENT III
ABSTRACT IV
TABLE OF CONTENTS V

Chapter I: Introduction 1

1.1 Background 1
1.2 Statement of the Problem 2
1.3 Objectives of Study 3
1.4 Hypothesis of the Study
1.5 Research Questions
1.6 Significance of the Study
1.7 Operational Definition of Terms
1.8 Reference and Footnotes

Chapter II: Literature Review

2.1 Introduction
2.2 Theoretical Framework
2.2.1 Management Information Systems
2.2.2 M.I.S. Theories
2.2.3 The National Bureau of Statistics
2.2.4 Functions and Roles of the NBS

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 2.3 Operational Definition of Terms
2.4 References and Footnotes
Chapter III: Methodology
3.1 Introduction
3.2 Research Design
3.2.1 Population of the Study
3.2.2 Area of the Study
3.2.3 Sampling Method
3.2.4 The data collection tool
3.3 Validity and Reliability of Research instruments
3.4 Method of Data Analysis
3.5 Model Specification
3.6 Process of the tools of data analysis
3.7 Operational Definition of Terms
3.8 References and Footnotes

Chapter IV: Results

4.1 Introduction
4.2 Presentation of Data
4.3 Analysis of Data
4.3.1 Representing the Hypothesis of Study
4.3.2 Representing the Objectives of Study
4.3.3 Representing the Research Questions
4.4 Result of Findings
4.4.1 Relating Result of Findings to the Hypothesis
4.4.2 Relating Result of Findings to the Objectives of the Study
4.4.3 Relating Result of Findings to the Research Questions
4.5 Implications of the Findings
4.6 Operational Definition of Terms

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 4.7 References and Footnotes

Chapter V: Conclusion and Recommendation

5.1 Summary
5.2 Conclusion
5.3 Limitations of the Study
4.5 Recommendations
4.6 Contribution to Knowledge

Bibliography

Appendices

iv
Chapter I: Introduction

1.1 Background

In recent times, Management Information Systems (MIS) have become the main
concern of every business establishment including establishments of the
Nigerian public service.

The computer’s ability to store, retrieve and manipulate large amounts of data
rapidly and cheaply has led to its wide spread use in managing many clerical,
accounting and service documentation functions in organizations.

I associate with Lucey’s definition of Management Information System as “an

integrated system of man and machine for providing support information for
decision making and business process operation”.

Management Information Systems encompass a wide range of hardware and

software products supporting day-to-day business operations and decision-
making. However, there are several specific fields in which Management
Information System has become invaluable.
• Strategy Support - While computers cannot create business strategies by
themselves they can assist management in understanding the effects of
their strategies, and help enable effective decision-making.
• Management Information Systems can be used to transform data into
information useful for decision making. Computers can provide financial
statements and performance reports to assist in the planning, monitoring
and implementation of strategy.

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• Management Information Systems provide a valuable function in that
they can collate into coherent reports unmanageable volumes of data that
would otherwise be broadly useless to decision makers. By studying these
reports decision-makers can identify patterns and trends that would have
remained unseen if the raw data were consulted manually.
• Management Information Systems can also use these raw data to run
simulations and hypothetical scenarios that answer a range of ‘what if’
questions regarding alterations in strategy. For instance, Management
Information Systems can provide predictions about the effect on output
that an alteration in price on fertilizer would have on an agricultural
product, say Cassava. These Decision Support Systems (DSS) enable
more informed decision making within the government than would not be
as detailed and possible without Management Information Systems.
• Data Processing: Not only do Management Information Systems allow
for the collation of vast amounts of business data, but they also provide a
valuable time saving benefit to the workforce. Where in the past the
Federal Office of Statistics and the National Data Bank’s information had
to be manually processed for filing and analysis, it can now be entered
quickly and easily onto a computer by a data processor, allowing for
faster decision making and quicker reflexes for the Federal Government
of Nigeria as a whole.
• Management by Objectives: While Management Information Systems are
extremely useful in generating statistical reports and data analysis they
can also be of use as a Management by Objectives (MBO) tool. MBO is a
management process by which managers and subordinates agree upon a
series of objectives for the subordinate to attempt to achieve within a set
time frame. Objectives are set using the SMART ratio: that is, objectives
should be Specific, Measurable, Agreed, Realistic and Time-Specific.
The aim of these objectives is to provide a set of key performance

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 indicators by which an establishment can judge the performance of an
employee or project as well as itself. The success of any MBO objective
depends upon the continuous tracking of progress.
In tracking this performance it can be extremely useful to make use of a
Management Information System. Since all SMART objectives are by
definition measurable they can be tracked through the generation of
management reports to be analyzed by decision-makers.
In the Nigerian Public Service, Management Information Systems
provide public administrators with a map of the key actors and processes
they need to be aware of if they are to be successful in making IT
(Information Technology) decisions in the public sector.

Therefore since Management Information System is considered as key to

generating relevant statistics for planning and evidence-based policy
formulation, implementation, monitoring and evaluation, every effort should be
made to keep it SMART.

It is in this regard that “The National Bureau of Statistics (NBS) was created as
part of the implementation of the Statistical Master Plan (SMP), by the Federal
Government of Nigeria (FGN) in 2005”. It is therefore assumed that higher
incorporation and investment in Management Information Systems will result in
higher levels of productivity. The huge investment so far by the FGN in NBS
and importance of the role of Management Information Systems for
management makes this an important area for study.

Judging, however, from the business perspective (i.e. taking into account the
expected deliverables from these systems), it is found that Management
Information Systems need to be aligned, which involves a mixture of business
process design, Hardware and software configurations and Personnel re-

3
engineering. So a purely technical approach to Management Information
Systems design and acquisition is insufficient.
The need to continually identify strategies to maintain personnel support and re-
skill the workforce is essential to the continued stream of profitability and
productivity of Management Information Systems.

1.2 Statement of Problem

In order to fully appreciate the problem which this research seeks to address it
will be appropriate to appraise some background on Nigeria’s quest for
adequate, accurate and timely data for decision making and policy formulation,
as well as facts about the Nigerian Bureau of Statistics as Nigeria’s apex data
producing agency.

• Nigeria is Africa’s most populous country, with an estimated 140 million

people and accounts for one-sixth of Africa’s population.

• Nigeria’s style of the federal system of government assigns enormous

dependence on the government. Including dependence for information.

• The Nigerian Bureau of Statistics is established as a National Statistical

Office (NSO), which will be able to produce adequate, high quality and
timely data relevant to the demands of the users in Government, the
Universities, Research institutes, private sector organizations and
international agencies.

• Prior to the establishment of the Nigerian Bureau of Statistics, there

existed the Federal Office of Statistics (FOS) and the National Data Bank
(NDB). These two were merged to form the NBS on the account of “non
production of relevant statistics for planning and evidence-based policy
formulation, implementation, monitoring and evaluation, or, at best, the

4
 production of data that were untimely and often without any iota of
integrity.”

• Since 2005 the Federal Government of Nigeria in collaboration with the

EU and World Bank have committed enormous funds into the Nigeria
Bureau of Statistics by way of acquisition of facilities and
computerization equipments, as well as qualified personnel, consultants
and professionals. Before the end of January 2006, under the auspices of
the Bureau of Public Service Reform (BPSR), about N1billion had been
expended on the acquisition of competent professionals and training
exercises for personnel in modern day ICT and statistical information
reporting systems.

In this research therefore, the problem to be addressed is how the employment

of Management Information Systems in the Nigerian Public Service (the NBS)
will (or has) provide(d) solution to the high need of timely, quality and relevant
information. In addition, what level of improvement in the Management
Information Systems incorporated in the Nigerian Public Service, and data users
will be required to achieve these goals.

1.1 Objectives of Study

The objectives of the study are:

• To understand the level of Management Information Systems success in

contribution to decision making and policy formulation by conducting a
survey.

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 • To analyse the characteristics of the public officers’ commitment to
Management Information Systems in the NBS. This will be done by
analysing service cadre/ grade levels, gender, age, education and other
characteristics.

• To suggest a strategy to promote Management Information Systems

acceptability and maintain its relevance in the Nigerian Public Service by
adopting an effective personnel integration and re-engineering strategy.

1.4 Hypothesis of Study

H01: MIS user unfriendliness does not affect the level of commitment of
Public Service employees to Management Information Systems and does not
hinder the objectives of the Nigerian Public Service sector.

HO2: MIS user unfriendliness affects the level of commitment of Public

Service employees to Management Information Systems and hinders the
objectives of the Nigeria Public Service sector.

HO3: The Federal Government does not justify its investment in Management
Information Systems as it does not ensure adequate training and capacity
development provisions for its users across all levels in the public service.

HO4: The Federal Government justifies its investment in Management

Information Systems as it ensures adequate training and capacity
development provisions for its users across all levels in the public service.

HO5: National Bureau of Statistics is not yet able to generate reliable and
relevant statistical data for research purposes and policy formulation in
Nigeria.

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HO6: National Bureau of Statistics is able to generate reliable and relevant
statistical data for research purposes and policy formulation in Nigeria.

7
1.5 Research Questions

• To what extent has Public Sector Management Information Systems

successfully contributed to the information data bank and decision
making/ policy formulation in Nigeria?

• What are some of the factors responsible for low level commitment of
Nigerian Public Service employees to Management Information Systems?

• What strategy (or strategies) can be developed to promote Management

Information Systems acceptability in the Nigerian Public Service and
maintain its relevance in research and policy formulation in Nigeria?

1.6 Significance of the Study

This study will be a significant endeavor in justifying Federal Government

investment in Management Information Systems, appraising policies formulated
from them and promoting good public service acceptance of the systems.

This study will also be beneficial to the public service employees and
management of the NBS on employing effective personnel re-engineering and a
higher level of personnel integration into their Management Information
Systems processes. By understanding the needs of the various levels of the
workforce and what orientation they require at every point in time to be able to
deliver specific set objectives. The FGN and the NBS can be assured of reaping

8
better rewards from investing in Management Information Systems as have
other economies of the world.

Also, this research will provide recommendations on how to evaluate the

performance of a certain institution vis-a-vis set objectives.
Moreover, this study will be helpful to the business manager and practitioners in
training and informing them in the area of Management Information System as
a business tool, human resources management tool, a key performance indicator
tool, and strategies for SMART objectives assurance. It will also serve as a
future reference for researchers on the subject of statistical data collation by the
NBS and policy formulation by the FGN based on statistical data. And
importantly, this research will educate the public in deciding on whether the
Federal Government’s investment on Management Information Systems in the
National Bureau of Statistics is truly justified based on NBS’s contributions so
far in policy formulation and national development as well as ascertain the
degree of the Federal Government’s responsiveness to Management Information
Systems generated data by way of implementation and transformation of same
into effective development policies.

1.7 Operational Definition of Terms

• BPSR - Bureau of Public Service Reform

• DSS - Decision Support Systems

• FGN - Federal Government of Nigeria

• MIS - Management Information Systems

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 • MBO - Management By Objectives

• NBS - National Bureau of Statistics

• SMP - Statistical Master Plan

1.8 References and Footnotes

Lucey, T., 1997. Management Information Systems. London

Akinyosoye V.O., 2005. Reform Programme in the National Bureau of

Statistics.

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Chapter II: Literature Review

2.1 Introduction

This chapter presents the theoretical framework upon which the entire research
exercise is premised. Also, the chapter will review the prevalent concepts and
organization under study vis-à-vis theories and available literature in this line of
research.

2.2 Theoretical Framework

Over the last three decades several studies have reviewed the Management
Information Systems literature and presented frameworks for research.

The model developed by Delone and McLean provides an integrated approach

for conceptualizing MIS. Thus, they created a multidimensional measuring
model with interdependencies between between different categories in a MIS.

Figure 1 depicts this model, in which six interrelated classes of variables are
identified: Information, System and Service Quality, (intention to) Use, User
satisfaction, and Net benefits. The arrows demonstrate proposed associations
between the variables.

The model can be interpreted as follows: A system can be evaluated in terms of

information, system, and service quality; these characteristics affect the
subsequent use or intention to use and user satisfaction. As a result of using the

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system, certain benefits will be achieved. The net benefits will (positively or
negatively) influence user satisfaction and the further use of the information
system.

Figure 1: Information Systems Success Model

Source: Delone & McLean (2003)

MIS may be viewed as a means for transformation of data, which are used as
information in decision-making processes. Figure 2 depicts a model developed
by Lucey. This model shows this understanding about information as data
processed for a definite purpose.

Information
Flows

MIS
Decisions

Data Users’
Floods Processes Processes

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Figure 2: MIS and decision-making process
Source: Lucey, T., (1997)
2.2.1 Management Information Systems

According to Adriana Harizanova 2003, the term Management Information

System (MIS) made its first appearance in U.S. navy report on the use of
computers to construct a single integrated system to manage all navy resources.
The MIS idea spread rapidly throughout the administrative systems community,
encouraged by a spate of subsequent reports and conferences sponsored by the
American Management Association. MIS was an "information" system because
it informed managers, not because it was full of information in technical sense,
though the distinction soon blurred as the idea of MIS spread.

2.2.2 Management Information System Theories

Kroence, D., and Dolan, K., 1987 puts forward that MIS is every system, which
provides information for the managerial activities in an organization. For about
a decade, from its introduction in 1959 to the end of the 1960s, this very broad
definition of MIS spread rapidly and was endorsed by industrial corporations,
consultants, academic researchers, management writers, and computer
manufacturers.

However, Jackson, I., 1996 argues that the term “Management Information
System” (MIS) is synonymous with computer-based systems. Used broadly, it is
seen as the system satisfying all the information needs of managers. In all of
these, however, it is imperative to look beyond the systems to the users (people)

13
of the systems and the outcome of their interaction. The Management
Information System process cycle is incomplete without the “People” element.

Incorporating this angle therefore, Lucey, 1997, defines MIS as “an integrated
system of man and machine for providing support information for decision
making and business process operation”. Hammer, M., and Champy, J.,(1994)
in their contribution refers to MIS as the study of providing information to
people who make choices about the disposition of valuable resources in a
timely, accurate, and complete manner at a minimum of cognitive and economic
cost for acquisition, processing, storage, and retrieval.
Bee and Bee, 1999 brilliantly emphasized the use to which the information is
put, rather than the way it is produced:
“A system to convert data from internal and external sources into information
and communicate that information in an appropriate form, to managers at all
levels in all 3 functions to enable them to make timely and effective decisions
for planning, directing and controlling the activities for which they are
responsible.”

Lucey, (1997), goes further to narrow the scope of MIS. Lucey sees MIS as “a
system of collecting and analyzing data and producing reports”. Its purpose is to
help managers to solve structured problems. But it should also fulfill a number
of other purposes:
• It should provide a basis to analyze warning signals that can originate
both externally and internally; this is the main function of the data base ;
• It should automate routine operations thus avoiding human work in the
processing tasks;
• It should assist management in making routine decisions;
• It should provide the information necessary to make non-routine
decisions;
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 • It should serve as a strategic weapon to gain competitive advantages.

There are so many definitions of MIS but for the purpose of this research, MIS
can be defined as a system providing management, government and
stakeholders with accurate and timely information necessary to facilitate the
decision-making process and enable the organization’s planning, control, and
operational functions to be carried out effectively. So in this way MIS increases
potential for timely and improved policy formulation and execution. In the
words of Adriana Harizanova, “MIS is by its very nature an eclectic discipline.
It is the study of providing information to people who must make choices about
the disposition of valuable resources in a timely, accurate, and complete manner
at a minimum of cognitive and economic cost for acquisition, processing,
storage, and retrieval.”

The beauty of MIS is that it ties together a whole set of operations that
businesses and organizations already consider important (such as reporting,
financial controls, and production scheduling) and bound them to the exciting
but disruptive technology of the computer, thus blurring distinctions between
the technical and the managerial.

2.2.3 The National Bureau of Statistics

The National Bureau of Statistics (NBS) came into being with the merger of the
Federal Office of Statistics (FOS) and the National Data Bank (NDB). The
creation is part of the implementation of the Statistical Master Plan (SMP), a
programme document of the Federal Government of Nigeria (FGN). The

15
document’s preparation was funded by the World Bank in 2003. The
implementation was designed to span five years, 2005-2009.

Hitherto, the FOS, which had been the apex data producing agency of
Government in Nigeria since 1947, had failed to meet its mandate of producing
adequate, accurate and timely data needed for decision making.
The broad objective of the reforms in the NBS (i.e. enormous investment in
MIS acquisition) is to implement the SMP and also transform the Bureau along
the dictates of the ongoing Federal Government Public Service Reform
Programme.

The Agency is involved in the Economic Reform and Governance Programme

(ERGP) of the World Bank and the European Union’s (EU’s) EMCAP
programme, which are both managed through the Federal Ministry of Finance.

The goal of the entire reform programme for NBS is to transform the Agency
into a world class National Statistical Office (NSO), which will be able to
produce adequate, high quality and timely data relevant to the demands of users
in Government, the universities and research Institutes, private sector
organizations and international agencies. The reform process is in four areas:
• Infrastructure and Equipment.
• Human Resources Management and Development.
• Improved Data Production Methodology.
• Data Management, Dissemination and Access.

The new initiatives under the reforms are to deploy several ICT-based systems
in the NBS and the development of a Time-Series Socio-Economics Database
of macro-level data in Nigeria. Tentatively, over 54,000 variable names have

16
been identified for the following 30 data groups, according to the International
Standards of Industrial Classification (ISIC) and other UN classification
systems:

1. Agriculture
2. Water Resources
3. Petroleum
4. Mining & Quarrying
5. Manufacturing
6. Electricity Supply & Demand
7. Water Supply
8. Housing, Building & Construction
9. Distributive Trade & Services
10. International Trade & BOP
11. Hotels, Restaurants & Tourism
12. Transport
13. Communications
14. Money & Banking Security
15. Financial Intermediation
16. Public Finance
17. Prices and Price Indices
18. National Accounts
19. Public Order, Safety &Crime
20. Education
21. Population & Vital Statistics
22. Health and Human Services
23. Employment & Labour
24. Environmental Statistics
25. Membership Organisations

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26. Recreation & Sporting Activities
27. Religion & Related Activities
28. Public Administration &
29. Meteorological Statistics
30. Research and Development

2.2.4 Functions and Roles of the National Bureau of Statistics

According to Akinyosoye V.O., 2005, the National Bureau of Statistics mainly

functions as a “central data and information portal which will be able to produce
adequate, high quality and timely data relevant to the demands of users in
Government, the universities and research Institutes, private sector
organizations and international agencies”.

Within the National Bureau of Statistics, databases were developed; notable

amongst them is a micro-data database that is used to warehouse data from all
surveys and censuses conducted by the bureau. That way, users (particularly
researchers) will have access to household and farm level data for analyses.
There also exist databases constructed for establishments and public sector
organizations from the Federal to the Local Government levels. It is envisaged,
as well, that a document management system will be installed to warehouse
statistical and non-statistical information about Nigeria and her people from old
publications. The NBS is in the process of constructing a National Data Centre
(NDC) and NBS Portal under a Public Private Partnership (PPP) arrangement.
The PPP will be on the platform of the Nigerian e-Government Strategies
(NeGst) protocol of the Federal Ministry of Science and Technology (FMS&T).

The implementation plan is a tripartite arrangement between the NBS, NeGst

and the NeGst Alliance Partners Consultative Forum (NAPCOF). The process is

18
driven by the National Planning Commission (NPC), in collaboration with the
Federal Ministry of Science & Technology. NAPCOF is the umbrella
organization for all IT Solution Providers under the PPP arrangements which
are to operate under the supervision and certification of Nigerian e-Government
Strategies.

The NBS Portal serves as the virtual (electronic) window to the outside world
and the NDC will serve as the national warehouse for all statistical and non-
statistical information about Nigeria, going back to the colonial era. Apart from
archiving of these historical materials, the NDC also houses all contemporary
statistical information produced by the NBS through its routine and ad-hoc
surveys and censuses as well as administrative records of all Ministries,
Departments and Agencies (MDAs) at the Federal, State and Local Government
levels. The contents of the NDC reach all users through the NBS Portal (or
MIS).

2.3 Operational Definition of Terms

• ERGP - Economic Reform and Governance Programme

• FMS&T - Federal Ministry of Science and Technology

• FOS - Federal Office of Statistics

• ISIC - International Standards of Industrial Classification

• MDAs - Ministries, Departments and Agencies

• NAPCOF - NeGst Alliance Partners Consultative Forum

• NDB - National Data Bank

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• NDC - National Data Center

• NeGst - Nigerian e-Government Strategies

• NSO - National Statistical Office

• PPP - Public Private Partnership

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2.4 References and Footnotes

Adriana Harizanova (2003): “Management Information System in Tailoring

Industry”, Academic Open Internet Journal, Volume 9, 2003.

Akinyosoye V.O., (2005): “Reform Programme in the National Bureau of

Statistics”. Document published at: http://www.nigerianstat.gov.ng/abt.php.

Bee, R., Bee, F., (1999): “Managing Information and Statistic”. Trowbridge,
Cromwell Press.

DeLone, W.H., and McLean, E.R. (2003). "The DeLone and McLean Model
of Information Systems Success: A Ten-Year Update," Journal of Management
Information Systems (19:4), Spring, pp 9-30.

Hammer Michael, Champy James (1994): ”Reengineering the Corporation”,

Nicholas Brealy Publishing, London.

Jackson, I., (1996). “Corporate Information Management”. New Jersey

Prentice-Hall International.

Kroence, D., Dolan, K., (1987): “Business Computer Systems”. Cal, Santa
Cruz.
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Lucey, T., (1997): “Management Information Systems”. London Press.

Chapter III: Methodology

3.1 Introduction

This chapter presents details about the methodology adopted and elaborates the
chosen research philosophy, approach and strategy used and the reasons for
their selection. Further, this chapter describes the sample population and how
the primary data was collected and processed. It also describes the secondary
data collection for the literature review. This chapter further explains the data
collection tool and highlights validity, authenticity and reliability of the data
collected.

3.2 Research Design

Saunders et al. (2007) define an exploratory study as a valuable means of

finding out ‘what is happening; to seek new insights; to ask questions and to
assess phenomena in a new light study. Consequently, the design of this
exploratory study looks thus:

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3.2.1 Population of the Study

The population of this research were employees of the National Bureau of

Statistics; a total of n= 113 employees completed the survey.

3.2.2 Area of the Study

The area of this research study is Federal Capital Territory, Abuja.

3.2.3 Sampling Method

The sampling technique needed for the case study was random sampling which
is purposive and convenient.

3.2.4 Data Collection Tool

The primary data was collected by distributing 113 (one hundred and thirteen)
copies of a well designed questionnaire consisting of three parts as
questionnaires are one of the most widely used data collection techniques in the
survey strategy. The researcher also conducted personal and oral interview with
key executives and officers in the NBS. The result of such interviews
complimented those obtained from the questionnaires.
The secondary data were gathered from the record of the NBS’s periodical
reports. These data basically, are figures of NBS’ MIS generated data for a four-
year period (2005 – 2009).

The questionnaire was divided into three sections. The first part was related to
the employee’s perception to MIS impact on his work schedule and the
organizational goals and objectives. This part consisted of 10 questions based

23
on likert scale ranging. The purpose of this part was to assess the perception of
employees about the impact of MIS in the Nigerian Public Service with regards
to accurate, timely and qualitative data for research and policy formulation.

The second part consisted general type of questions like user friendliness of the
MIS, ease of integration with basic office applications, accessibility options in
the network environment, etc.
The third part of the questionnaire was demographic, assessing employees’
gender, age and duty schedule.

In all, there were seventeen questions asked to analyze the employees’

assessment of impacts and expectations regarding the Management Information
Systems as employed by the National Bureau of Statistics.

3.3 Validity and Reliability of Research Instruments

The questionnaire developed was carefully vetted and approved by Dr. Oji, a
proctor who is well trained according to the guidelines of academic research
development. The questionnaire was distributed randomly to employees of the
National Bureau of Statistics at the NBS head office in Central Business
District, Abuja, and was collected after 5 working days. Permission was granted
by the Director of Training and Research of NBS to conduct this study
following highest ethical standards and principles.

3.4 Method of Data Analysis

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As this study aims at providing recommendations on improving MIS benefits to
National Bureau of Statistics, information accessibility, and policy formulation
in Nigeria through the public service, the dully filled and returned questionnaire
was analysed using Chi-Square, a non parametric test tool used to test
hypothesis based on frequencies and categories. The analysis of the
questionnaire offers insight about the conception of employees with regard to
their perception of MIS benefits at NBS. The results of this analysis will be
discussed in the preceding chapter.

3.5 Model Specification

The Chi-Square test tool model is specified as thus:

2
(O-E)
XC =
E

Where X2 = the computed value of the chi-square

O = the observed contingency

E = the expected contingency

3.6 Tools for Data Analysis

Based on the research design, the format of the analysis was descriptive. This
descriptive analysis was applied to the data collected through the questionnaire
using Chi-square (X2).

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3.7 Process of the Tools for Data Analysis

In testing the hypothesis, Chi-square test was used to establish the level of
impact felt by respondents. The nature of the research makes it imperative for us
to rely on opinions of respondents based on the likert scale described in section
3.2.4 above. Weights were assigned to these opinions as expressed. The weights
were then multiplied by the percentages of the response with respect to each
aspect of the research questions to construct the observed contingency table.
(The Chi-square formula is as expressed in the model specification section 3.5
above).

The expected table of contingency was constructed from the contingency table
using the formula;

RT x CT

GT

Where RT = Row Total

CT = Column Total

GT = Grand Total

Degree of Freedom DOF = (R-1)(C-1)

Where R = Number of Rows

C = Number of Columns

26
The test was carried out at 0.05 level of significance, which is the level at which
the observed contingency differs from the expected to reject the null hypothesis.

3.7 Operational Definition of Terms

• MIS - Management Information Systems

• NBS - National Bureau of Statistics

3.8 References and Footnotes

Saunders, M., Lewis, P., & Thornhill, A. (2007). “Research Methods For
Business Students”, (4th Ed.). Prentice Hall, US.
Chapter IV: Results

4.1 Introduction

In this chapter, the researcher will show the results of the data collected from
the questionnaire which were gathered from the employees of the National
Bureau of Statistics. In this section, the researcher will present the demographic
information from the respondents, and will also discuss the customers’ response
towards the questions asked about the impact of Management Information
Systems in the Nigerian Public Service. Further, the researcher will discuss the
general information analysis of the employees as to how they perceive the
Management Information Systems with regards to their daily work schedules,

27
and whether it is serving the expected organizational as well as national
objective.

4.2 Presentation of Data

There were total 113 questionnaires circulated in the National Bureau of
Statistics headquarters office in Central Business District Abuja which the
employees had to fill up, in return, were collected. All the 113 questionnaires
were duly filled up and retuned by employees of the establishment. Of these 113
respondents, 56 were male (49.6 per cent) and 57 female (50.44 per cent)

Table 1: Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid Male 56 49.6 49.6 49.6
Female 57 50.4 50.4 100.0
Total 113 100.0 100.0 100.0

The age of the respondents was divided into three categories (from 20 to 35, 36
to 49, and 50 and above) the most representative group was the range of
individuals between 36 to 49 (53.98 per cent) and 20 to 35 years (37.17 per
cent)

Table 2: Age
Valid Cumulative
Frequency Percent Percent Percent
Valid 20 - 35 42 37.17 37.17 37.17
36- 49 61 53.98 53.98 91.152
50 and
10 8.85 8.85 100.0
above
Total 113 100.0 100.0

28
The respondents were asked in question 3 of the Section C to state their job
schedule, which was divided into five categories. The results to this question
show that there were 27 enumerators (23.89 percent), 17 data entry clerks
(15.04 per cent), 57 data analysts/ statisticians (50.04 per cent), 7 economists
(6.19 per cent), and 5 accountants (4.42 per cent) .

Table 3: Occupation/ Job Schedule

Valid Cumulative
Frequency Percent Percent Percent
Valid Enumerators 27 23.89 23.89 23.89
Data entry
17 15.04 15.04 38.93
clerks
Data
Analysts/ 57 50.44 50.44 89.37
Statisticians
Economists 7 6.2 6.2 95.57
Accountants 5 4.4 4.4 100.0
Total 113 100.0 100.0

From the 113 respondents, 25 respondents considered Lack of adequate MIS

training as the major challenge to MIS in NBS (i.e. 22.12 percent) while others
responded thus: 21, obsolete software (18.58 percent); 15, obsolete hardware
(13.27 percent); 44, poor maintenance practice and 8 (7.08 percent), considered
non translation of collected data into research and policy formulation
information as the major challenge.

Table 4: Major Challenge to MIS in National Bureau of Statistics

Valid Cumulative
F Percent Percent Percent
Valid Lack of adequate MIS 25 22.12 22.12 22.12

29
 training
Obsolete Software 21 18.58 18.58 40.70
Obsolete Hardware 15 13.27 13.27 53.97
Poor maintenance
44 38.94 38.94 92.91
practice
Non translation of
collected data into
8 7.08 7.08 100.0
research and policy
formulation information
Total 113 100.0 100.0
From the 113 respondents, 24 respondents considered Lack of specialized ICT
personnel as the greatest threat to MIS in the Nigerian Public Service (i.e. 21.23
percent) while others responded thus: 14 (12.38 percent), Lack of adequate
information security and control; 14 (12.38 percent), private sector designed
products that do not take into account the peculiarities of the public service
sector; 61 (53.98 percent), considered inconsistency of government, corruption
and lack of transparency as the greatest threat of all.

Table 5: The greatest threat to MIS success in Nigeria Public Service sector
Valid Cumulative
F Percent Percent Percent
Valid Lack of specialized ICT
24 21.23 21.23 21.23
personnel
Lack of adequate
information security 14 12.38 12.38 33.61
control
Private sector designed
products that do not take
into account the 14 12.38 12.38 45.99
peculiarities of the
public service sector
Inconsistency of 61 53.98 53.98 100.0

30
 government, corruption
and lack of transparency
Total 113 100.0 100.0

QUESTION 10
How regularly does the establishment organize Management Information
Systems related capacity development trainings for NBS employees across all
levels?
Table 6:
Very Not
Respondents Regularly Regularly regularly Total
Enumerators 0 0 27 27
Data Entry Clerks 1 4 12 17
Data
2 19 36 57
Analysts/Statisticians
Economists 1 4 2 7
Accountants 0 1 4 5
Total 4 28 81 113

QUESTION 11
How user friendly is the Management Information Systems deployed in the
National Bureau of Statistics?
Table 7:
Very User User Not User
Respondents Friendly Friendly Friendly Total
Enumerators 0 3 24 27
Data Entry Clerks 0 2 15 17
Data
0 11 46 57
Analysts/Statisticians
Economists 0 1 6 7
Accountants 0 1 4 5
Total 0 18 95 113

QUESTION 12

31
How easily accessible is information and data from the Management
Information Systems of the National Bureau of Statistics?
Table 8:
Valid Cumulative
Opinion F Percent Percent Percent
Very accessible 11 9.74 9.74 9.74
Accessible 101 89.38 89.38 99.12
Not accessible 1 0.89 0.89 100.0
Total 113 100.0 100.0

QUESTION 13
How easily can MIS generated data and information in National Bureau of
Statistics be integrated with basic office applications like MS Word, MS Excel,
PDF, e.t.c.?
Table 9:
Valid Cumulative
Opinion F Percent Percent Percent
Very easily 21 18.58 18.58 18.58
Easily 43 38.05 38.05 56.63
Not easily 49 43.36 43.36 100.0
Total 113 100.0 100.0

QUESTION 14
How reliable and stable is interconnectivity across the National Bureau of
Statistics’ networks across the federation for real time feeds on enumeration and
field data collation?
Table 10:
Valid Cumulative
Opinion F Percent Percent Percent
Very reliable and stable 5 4.43 4.43 4.43
Reliable and stable 22 19.47 19.47 23.90
Somewhat reliable and stable 70 61.95 61.95 85.85
Not reliable and stable 16 14.16 14.16 100.0

32
 Total 113 100.0 100.0

QUESTION 15
Would you agree that the National Bureau of Statistics is now able to generate
quality, timely and relevant information for public, research and policy
formulation in Nigeria?
Table 11

Respondents YES NO Total

Enumerators 11 16 27
Data Entry Clerks 3 14 17
Data
21 36 57
Analysts/Statisticians
Economists 2 5 7
Accountants 2 3 5
Total 39 74 113

4.3 Analysis of Data

4.3.1 TESTING THE HYPOTHESIS
The three main hypotheses being considered by this research are:
i. MIS user unfriendliness does not affect the level of commitment of Public
Service employees to Management Information Systems and does not
hinder the objectives of the Nigerian Public Service sector.

ii. The Federal Government does not justify its investment in Management
Information Systems as it does not ensure adequate training and capacity
development provisions for its users across all levels in the public service.

iii. The National Bureau of Statistics is not yet able to generate quality,
timely and relevant information for public, research and policy
formulation in Nigeria.

33
These hypotheses are tested using the chi-square analysis of the opinions of
respondents on the suggested possible factors that account for the most
problems of Management Information Systems in the Nigerian Public Service
sector. However, the test will be applied to questions 10, 11 and 15 respectively
which are the questions that correspond to the hypotheses under consideration.

Testing Ho2
Question 10 seeks to know how regularly employees of National Bureau of
Statistics at every level are trained in MIS related tasks and tools. Its frequency
table of observation is as detailed in TABLE 6 above. Expected frequency (E)
will be derived using the formula:
E = Row Total x Column Total
Grand Total
CONTINGENCY TABLE
Very Not
Regularly Regularly regularly
Respondents O E O E O E
1 Enumerators 0 0.96 0 6.69 27 19.35
2 Data Entry Clerks 1 0.60 4 4.21 12 12.18
3 Data 2.02 14.1 40.85
2 19 36
Analysts/Statisticians 2
4 Economists 1 0.25 4 1.73 2 5.02
5 Accountants 0 0.18 1 1.24 4 3.58

THE CHI-SQUARE TABLE

CELLS O E O–E (O-E)2 X2 = (O-E)2/E

1 0 0.96 -0.96 0.922 0.96
2 1 0.60 0.4 0.16 0.27
3 2 2.02 -0.02 0.0004 0.0002
4 1 0.25 0.75 0.56 2.25
5 0 0.18 -0.18 0.032 0.18

34
 1a 0 6.69 -6.69 44.76 6.69
2a 4 4.21 -0.21 0.04 0.01
3a 19 14.12 4.88 23.81 1.69
4a 4 1.73 2.27 5.15 2.98
5a 1 1.24 -0.24 0.06 0.05
1b 27 19.35 7.65 58.52 3.02
2b 12 12.18 -0.18 0.03 0.003
3b 36 40.85 -4.85 23.52 0.58
4b 2 5.02 -3.02 9.12 1.82
5b 4 3.58 0.42 0.17 3.58
X2 = 24.08

Degree of freedom (df) = (R – 1) x (C – 1)

Where R = Number of Rows and
C = Number of Columns
i.e. df = (5 – 1) x (3 – 1) = 8.
DECISION RULE
With the above degree of freedom at 0.05 degree of significance we obtain a
tabulated chi-square value of 15.51. Since the X2 calculated value of 24.08 is
greater than the value tabulated, we therefore accept the Ho1 :that The Federal
Government of Nigeria does not justify its investment in Management
Information Systems as it does not ensure adequate training and capacity
development provisions for its users across all levels in the public service.

Testing Ho1
Question 11 seeks to know how user-friendly the Management Information
Systems deployed at The National Bureau of Statistics is, as a factor affecting
the commitment of public service employees to the use of these systems and the
overall achievement of the public service sector. Its frequency table of
observation is as detailed in TABLE 7 above.
CONTINGENCY TABLE
Respondents Very Userfriendly Not
userfriendly O userfriendly

35
 E E E
O O
1 Enumerators 3.1 7.41 16.49
0 3 24
1
2 Data Entry Clerks 1.5 4.66 10.38
0 2 15
0
3 Data 6.5 15.6
0 11 46 34.81
Analysts/Statisticians 6 4
4 Economists 0.8 1.92 4.27
0 1 6
1
5 Accountants 0.5 1.37 3.05
0 1 4
8

THE CHI-SQUARE TABLE

CELLS O E O–E (O-E)2 X2 = (O-E)2/E

1 0 3.11 -3.11 9.67 3.11
2 3 1.50 1.50 2.25 1.50
3 6 6.56 -0.56 0.31 0.05
4 2 0.81 1.19 1.42 1.75
5 2 0.58 1.42 2.02 3.48
1a 3 7.41 -4.41 19.45 2.62
2a 6 4.66 1.34 1.80 0.39
3a 20 15.64 4.36 19.01 1.22
4a 1 1.92 -0.92 0.85 0.44
5a 1 1.37 -0.37 0.14 0.10
1b 24 16.49 7.51 56.40 3.42
2b 8 10.38 -2.38 5.66 0.55
3b 31 34.81 -3.81 14.52 0.42
4b 4 4.27 -0.27 0.07 0.02
5b 2 3.05 -1.05 1.10 0.36
X2 = 19.43

Degree of freedom (df) = (R – 1) x (C – 1)

Where R = Number of Rows and
C = Number of Columns
36
i.e. df = (5 – 1) x (3 – 1) = 8.
DECISION RULE
With the above degree of freedom at 0.05 degree of significance we obtain a
tabulated chi-square value of 15.51. Since the X2 calculated value of 19.43 is
greater than the value tabulated, we therefore accept the Ho1 :that MIS user
unfriendliness does not affect the level of commitment of Public Service
employees to Management Information Systems and does not hinder the
objectives of the Nigerian Public Service sector.
Testing Ho3
Question 15 seeks to know whether the National Bureau of Statistics is now
able to generate quality, timely and relevant information for public, research
and policy formulation in Nigeria. Its frequency table of observation is as
detailed in TABLE 11 above.
CONTINGENCY TABLE

YES NO
Respondents O E O E
1 Enumerators 11 9.32 16 17.68
2 Data Entry Clerks 3 5.87 14 11.13
3 Data
21 19.67 36 37.33
Analysts/Statisticians
4 Economists 2 2.42 5 4.58
5 Accountants 2 1.73 3 3.27

THE CHI-SQUARE TABLE

CELLS O E O–E (O-E)2 X2 = (O-E)2/E

1 11 9.32 1.68 2.82 0.30
2 3 5.87 -2.87 8.24 1.40
3 21 19.67 1.33 1.77 0.09
4 2 2.42 -0.42 0.18 0.07

37
 5 2 1.73 0.27 0.07 0.04
1a 16 17.68 -1.68 2.82 0.16
2a 14 11.13 2.87 8.24 0.74
3a 36 37.33 -1.33 1.77 0.05
4a 5 4.58 0.42 0.18 0.04
5a 3 3.27 -0.27 0.07 0.02
X2 = 2.91

Degree of freedom (df) = (R – 1) x (C – 1)

Where R = Number of Rows and
C = Number of Columns
i.e. df = (5 – 1) x (2 – 1) = 4.

DECISION RULE
With the above degree of freedom at 0.05 degree of significance we obtain a
tabulated chi-square value of 9.49. Since the X2 calculated value of 2.91 is less
than the value tabulated, we therefore reject the Ho3 : that The National Bureau
of Statistics is not yet able to generate quality, timely and relevant information
for public, research and policy formulation in Nigeria.

4.4 General information analysis

In the general information analysis part, 3 questions were asked in order to
assess how the customers found Nora Beach Resort and Spa, why did they
choose to stay at the Nora Beach Resort and Spa, and whether it was their first
visit. In this regard, 4 respondents (3.54 per cent) referred to the advertisement
(magazine, newspaper), 42 respondents (37.17 per cent) referred to internet
(website, Google, Yahoo), 63 respondents (55.75 per cent) referred to travel
agencies, 2 respondents (1.77 per cent) referred to the word of mouth, and 2

38
respondents (1.77 per cent) referred to the other sources (family’s
recommendation)
Table 7: Accessibility
Cumulati
Frequen Valid ve
cy Percent Percent Percent
Vali
d
Advertisement 4 3.5 3.5 3.5
( Magazine,
Newspaper)
Internet (Website,
42 37.2 37.2 40.7
Google, Yahoo)
Travel Agency 63 55.8 55.8 96.5
Word of mouth 2 1.8 1.8 98.2
อื่นๆ (คนในครอบ
2 1.8 1.8 100.0
ครวแนะนำ ำ)
Total 113 100.0 100.0

With regard to the customers’ choice of Nora Beach Resort and Spa for staying
at, 31 respondents indicated room rate as the reason to choose the resort (27.43
per cent), 39 respondents indicated location (34.51 per cent), 11 respondents
indicated Amenities and facilities (9.73 per cent), 25 respondents indicated
special package (22.12 per cent), 7 respondents (6.19 per cent) indicated other
reasons for choosing to stay at Nora Beach Resort and Spa (had visited the
hotel before and recommended by friends)

Table 8: Choice of Nora Beach Resort and Spa

Frequen Percent Valid Cumulati

39
 ve
cy Percent Percent
Vali Room rate 31 27.4 27.4 27.4
Location 39 34.5 34.5 61.9
d
Amenities and
11 9.7 9.7 71.7
facilities
Special package 25 22.1 22.1 93.8
อื่นๆ (เคยมำพัก
7 6.2 6.2 100.0
ก่อนนี้แล้ว, เพื่อน)
Total 113 100.0 100.0

With regard to the visit of the Nora Beach Resort and Spa, 105 respondents
made it clear that it was their first visit (92.92 per cent) while 8 respondents
were as repeat visitor.
Table 9: Frequency of visit
Cumulati
Frequen Valid ve
cy Percent Percent Percent
Vali Yes 105 92.9 92.9 92.9
No 8 7.1 7.1 100.0
d
Tota
113 100.0 100.0
l

4.5 Conclusion
In this chapter, results of the customers’ response to the service provided by the
Nora Beach Resort and Spa have been discussed which were collected through
the questionnaire placed at the hotel guest room and lobby of it. The results of
this questionnaire show an overall satisfaction of the customers with regard to
the service provided to them. Especially, the results relating to the part of
customers’ satisfaction with the quality of cleanliness, décor and ambience of

40
the guest area, furnishing of rooms, and the promptness of service, the customer
were very satisfied which indicate the quality of service provided by the Nora
Beach Resort and Spa.

41
Chapter V: Conclusion and Recommendations
5.1 Introduction
This chapter will present and discuss the findings found in the previous
chapters. It will include the recommendations to the hotel industry and its
academia and show limitations encountered in the process of the study. It will
also draw and discuss conclusions.
As stated in the introductory chapter, the objectives of this study were:
• To understand the level of customers’ satisfaction by conducting a
survey.

• To analyse the characteristics of the customers’ satisfaction which

contribute their loyalty for the particular resort or hotel. This will be done
by analysing purpose of visit, gender, age, education and other
characteristics.

• To suggest a strategy to retain customer loyalty by adopting an effective

marketing strategy

For this purpose, the researcher explored and reviewed the literature on
customers’ satisfaction which shows that although it is hard to measure
customer satisfaction and the service quality as every customer perceives
service from his or her own preferences (Gavin Eccles and Philip Durand, 1997)
some researchers like Parasuraman, Zeithaml, and Berry (1988) have devised
some tools to measure the service quality of an industry from the perspectives
of customers perception. This model is called SERVQUAL. The purpose of The
SERVQUAL scale is to measure levels of service quality. In this technique, it is
assumed that the levels of service quality experienced by customers are
critically determined by the gap between general expectations of the service and
the customers’ perceptions of what they actually receive from a specific service

42
provider. The customers can evaluate the service quality from the following five
factors:
1. tangibles;
2. reliability;
3. responsiveness;
4. assurance;
5. empathy.

The benefit of the SERVQUAL scale is that the management can assess and
monitor the service quality and design better strategies and policies to improve
it. Furthermore, understanding the customer’s satisfaction level and perception
of service quality may yield important information influencing the design and
specification of this and other, related, services provided by the organization.
Finally, it helps the hotel industry in better developing future service
improvements (Gavin and Durand, 1997).
The research conducted through collecting data from questionnaire also
supports the findings of the review of the literature. The results discussed in
chapter four reveal that the perception of customers’ satisfaction about the
service quality matters much for them to become loyal to a resort or hotel. Their
perception can be assessed through the SERVQUAL model and this assessment
tremendously helps the hotel management to make better strategies in order to
improve their service quality and retaining their customers. The table 10
demonstrates why customers choose a Nora Beach Resort and Spa. Although,
the findings of this study cannot be implied explicitly for other resorts with the
same degree, it serves as an example to assess what characteristics contribute to
make the customers determine a particular resort among many others like this.
Table 10: Reason for choice of Nora Beach and Resort Spa

43
 Cumulati
Frequen Valid ve
cy Percent Percent Percent
Vali Room rate 31 27.4 27.4 27.4
Location 39 34.5 34.5 61.9
d
Amenities and
11 9.7 9.7 71.7
facilities
Special package 25 22.1 22.1 93.8
อื่นๆ (เคยมำพัก
7 6.2 6.2 100.0
ก่อนนี้แล้ว, เพื่อน)
Total 113 100.0 100.0

5.2 Conclusions
The review of literature demonstrates clearly the interlink of customers’
satisfaction with the service quality. It is only the service quality that attracts the
customers and makes them loyal to the industry and repeat visitors. As it has
been discussed in the previous chapter, the improved service quality provided to
the customers enhances their loyalty to the service provider. That is why the
hotel industry has to improve the service quality (Rust & Oliver, 1994). Mullin,
Hardy, and Sutton (200) have endorsed the same opinion that the satisfaction is
a major outcome of marketing processes that culminate in purchase, and
satisfaction is also thought to contribute to post-purchasing phenomena such as
word-of-mouth communication, repurchase intention, and brand loyalty.
The results of this study reveal that there are also significant factors relating to
age, gender, occupation and purpose of visit which have to be kept in mind
while considering customers’ satisfaction. In this particular study, the results
reveal that individuals ranging from 40 to 49 have more tendencies to visit
hotels and resort. It may be attributed to the fact that it this stage, people are
usually well established and have enough money and time to go aboard to see
places offering attraction to them. Further, at this stage, people want to

44
revitalize themselves and improve their physical health. That is why, many
people like to visit Thailand as in this region the hotel industry offers spa
facilities to its customers which have positive impact on physical health.
Further, the results of the study show that employed people opt to visit more
than the unemployed, retired or students. Naturally, it is because of the fact that
they have enough resources to meet expense of these travels. The purpose of
visit as revealed from the results of this study nightlight an important factor for
traveling. According to the results, individuals prefer visiting hotels and resort
for the sole purpose of leisure as compared to the business trips, conventions or
honey moons. This factor is highlighted by the table 11 placed below.
Table 11: purpose of the visit

Cumulati
Frequen Valid ve
cy Percent Percent Percent
Vali Business 5 4.4 4.4 4.4
Leisure 91 80.5 80.5 85.0
d
Convention 4 3.5 3.5 88.5
อื่นๆ (Hone
13 11.5 11.5 100.0
Moon)
Total 113 100.0 100.0

5.3 Reflections
This research has identified the service quality as an important factor that
retains the customers loyal to the hotel industry and makes them repeat visitors.
However, this study concentrated only on Nora Beach Resort and Spa as a case
study and the results derived from this study cannot be generalized. Hence,
conclusions could have been enhanced if the study would have been performed
in a wider perspective and included some other hotels to assess how customers
perceive the service quality.

45
5.4 Limitations encountered
This study concentrated on Nora Beach Resort and Spa as a case study. As it
was the only resort to which the researcher contacted, there were no significant
limitation encountered. The staff of this resort was cooperative and the
respondent too readily filled up the questionnaire sent to the resort. However,
time factor was a significant limitation to complete this study. If the researcher
had more time, the study could have been more valuable.

5.5 Recommendations to the industry

As is evident from the review of literature as well as from the results of this
study, the service quality is the main factor to attract, satisfy and retain
customers for long term purpose. With increasing competition and high
expectations of customers, the hotel industry has further to improve the service
quality. This could be done through innovations in introducing new services and
attractions. There are three main factors to be considered more profoundly. The
first is the age factor of visitors which show that people ranging from 40 to 49
are frequent visitors. Particular services should be introduced considering this
age factor. Further, the purpose of visit has to be considered with regard to
service innovation. Majority of people undertake visits for leisure purpose, so
such arrangements should be made which may fulfill this desire on the part of
the visitors.

46
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32.

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Woodside, A. G., Frey, L. L., & Daly, R. T. (1989). Linking Service Quality,
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52
 Appendices “A”
Questionnaire

PART 1 – Level of the customer satisfaction with service at Nora Beach

Resort and Spa
Please state your level of satisfaction with our services and products:
1= Very satisfied 2= Satisfied 3= Neutral 4=
Dissatisfied 5= Very dissatisfied
1. The quality of food and beverage

1 2 3 4 5
2. The menu variety

1 2 3 4 5
3. The promptness of service

1 2 3 4 5
4. The value for price paid

1 2 3 4 5
5. Decor and ambience of the hotel

1 2 3 4 5
6. Cleanliness

1 2 3 4 5
7. Condition of room

1 2 3 4 5
8. Housekeeping services

1 2 3 4 5

53
 9. Resorts public areas

1 2 3 4 5
10.Spa and fitness facilities

1 2 3 4 5
11.Business centre

1 2 3 4 5
12.Check in process

1 2 3 4 5
13.Overall satisfaction with the quality of service

1 2 3 4 5
14.Overall satisfaction with the quality of accommodation

1 2 3 4 5
15.The image and message conveyed though communication (Brochures,
advertising, website etc.)

1 2 3 4 5
PART 2: General
Please tick three most important reasons why you selected Nora Beach Resort
and Spa
1. How did you find us?

 Advertisement ( Magazine, Newspaper)

 Tradeshows

 Internet( Website, Google, Yahoo )

 Travel Agency

54
 2. Why did you choose to stay at the Nora Beach Resort?

 Room rate

 Location

 Amenities and facilities

 Special package

3. Have you previously used our services?

 Yes

 No

PART 3 – Demographics
1. Gender : Male 

Female 

2. Age: Under 20 

20 -35 

36-60 

61 and older 

3. Occupation : Student 

Employed 

55
 Self-employed 

Unemployed 

Pensioner 

4. Purpose of visit: Business 

Leisure 

Convention 

Other (Specify________________)

56
 Appendix “B”
Reliability
****** Method 2 (covariance matrix) will be used for this analysis ******
_

R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A)

1. A1 The quality of food and beverage

2. A2 The menu variety
3. A3 The promptness of service
4. A5 Decor and ambience of the guest area
5. A6 Furnishing of the room
6. A7 Cleanliness
7. A8 Housekeeping services
8. A10 Spa and fitness facilities
9. A11 Service of staff in spa and fitness facilities
10. A12 Business centre
11. A13 Check in process
12. A4 The value for the money
13. A9 Guest areas
14. A14 Were you satisfied with the advertising materials (Brochures,
advertising, website etc.)
15. A15 Did the resort meet your expectations?
16. A16 Overall satisfaction with the quality of
17. A17 Overall satisfaction with the quality of
18. A18 Would you return to this resort?
19. A19 Would you recommend this resort to your friends or relatives?

57
 Mean Std Dev Cases

1. A1 4.6000 .6215 30.0

2. A2 4.1333 .8996 30.0
3. A3 4.5000 .7768 30.0
4. A5 4.6667 .6609 30.0
5. A6 4.4000 .7240 30.0
6. A7 4.6000 .6215 30.0
7. A8 4.4667 .7761 30.0
8. A10 4.0000 1.0171 30.0
9. A11 4.0000 .8710 30.0
10. A12 3.8667 .9371 30.0
11. A13 4.7667 .4302 30.0
12. A4 4.4667 .7303 30.0
13. A9 4.6000 .6215 30.0
14. A14 4.4667 .5074 30.0
15. A15 4.5667 .6261 30.0
16. A16 4.5667 .5683 30.0
17. A17 4.4667 .6288 30.0
18. A18 4.6333 .6687 30.0
19. A19 4.6333 .5561 30.0

* * * Warning * * * Determinant of matrix is close to zero: 8.893E-18

Statistics based on inverse matrix for scale ALPHA

are meaningless and printed as .
_

58
 R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A)

N of Cases = 30.0

N of
Statistics for Mean Variance Std Dev Variables
Scale 84.4000 94.8690 9.7401 19

Item Means Mean Minimum Maximum Range Max/Min

Variance
4.4421 3.8667 4.7667 .9000 1.2328 .0644

Item Variances Mean Minimum Maximum Range Max/Min

Variance
.5078 .1851 1.0345 .8494 5.5901 .0504

Item-total Statistics

Scale Scale Corrected

Mean Variance Item- Squared Alpha
if Item if Item Total Multiple if Item
Deleted Deleted Correlation Correlation Deleted

A1 79.8000 86.9241 .6523 . .9460

A2 80.2667 83.7195 .6281 . .9470
A3 79.9000 83.8172 .7346 . .9446
A5 79.7333 85.8575 .7001 . .9452

59
A6 80.0000 83.8621 .7906 . .9436
A7 79.8000 85.6828 .7649 . .9444
A8 79.9333 82.6161 .8258 . .9429
A10 80.4000 83.8345 .5369 . .9500
A11 80.4000 86.1793 .4904 . .9496
A12 80.5333 82.8782 .6513 . .9468
A13 79.6333 89.3437 .6567 . .9467
A4 79.9333 84.2023 .7561 . .9442
A9 79.8000 85.6828 .7649 . .9444
A14 79.9333 88.3402 .6575 . .9463
A15 79.8333 84.7644 .8425 . .9432
A16 79.8333 87.1782 .6942 . .9456
A17 79.9333 86.2713 .7022 . .9453
A18 79.7667 85.4264 .7277 . .9448
A19 79.7667 85.8402 .8463 . .9436

Reliability Coefficients 19 items

Alpha = .9482 Standardized item alpha = .9549

60
 Appendix “C”
Part 1: Demographic analysis
Part 2: Analysing the level of customer satisfaction with service at Nora
Beach Resort and Spa
Part 3: General information analysis
Part 4: Hypothesis testing

Symbols
n Population
Χ Mean
S.D. Standard Deviation
df Degree of freedom
t t-distribution
F F-distribution
LSD Least Significant Difference
* Sig Level of Significance .05
** Sig Level of significance .01

Part 1: Demographic analysis

Table 1: Demographics
Frequency Percent
Gender
Male 56 49.56
Female 57 50.44
Total 113 100.00
Age
20 -29 1 0.88
30-39 39 34.51
40-49 49 43.36
50-59 19 16.81
61
 60 and above 5 4.42
Total 113 100.00
Occupation
Student 7 6.19
Employed 77 68.14
Self-employed 17 15.04
Unemployed 7 6.19
Retired 5 4.42
Total 113 100.00
Purpose of visit
Business 5 4.42
Leisure 91 80.53
Convention 4 3.54
Hone Moon 13 11.50
Total 113 100.00
Nationality
Australia 34 30.09
South Africa 4 3.54
Asia (e.g. South Korea and 31 27.43
China)
Eastern Europe (e.g. Russia 9 7.96
and Estonia)
Western Europe (e.g. 27 23.89
Germany and England)
North America (e.g. United 8 7.08
States of America and
Canada)
Total 113 100.00

Part2 : Analysing the level of customer satisfaction with service at Nora

Beach Resort and Spa

Table 2 Level of customer satisfaction with service at Nora Beach Resort

and Spa

62
 Factor n Mean Std. Level of
Deviation satisfaction
product 113 4.23 0.527 Very
satisfied
Check in process 113 4.57 0.549 Very
satisfied
Cleanliness 113 4.37 0.734 Very
satisfied
Decor and ambience 113 4.36 0.745 Very
of the guest area satisfied
Furnishing of the 113 4.32 0.698 Very
room satisfied
The quality of food 113 4.31 0.745 Very
and beverage satisfied
The promptness of 113 4.29 0.740 Very
service satisfied
Housekeeping 113 4.20 0.857 Satisfied
services
Service of staff in spa 113 4.16 0.797 Satisfied
and fitness facilities
The menu variety 113 4.04 0.817 Satisfied
Spa and fitness 113 4.04 0.834 Satisfied
facilities
Business centre 113 3.83 0.855 Satisfied
price 113 4.22 0.691 Very
satisfied
The value for the 113 4.22 0.691 Very
money satisfied
Place 113 4.28 0.725 Very
satisfied
Guest areas 113 4.28 0.725 Very
satisfied
promotion 113 4.25 0.701 Very
satisfied
Satisfied with the 113 4.25 0.701 Very
63
advertising materials satisfied
(Brochures,
advertising, website
etc.)
total 113 4.24 0.526 Very
satisfied

Table 3 Level of customer satisfaction with the overall service and

accommodation at Nora Beach Resort and Spa
n Mean Std. Level of
Deviation satisfaction
resort meet your 113 4.31 0.642 Very satisfied
expectations
Overall satisfaction 113 4.44 0.550 Very satisfied
with the quality of
service
Overall satisfaction 113 4.35 0.626 Very satisfied
with the quality of
accommodation

Table 4 Level of customer agreement with returning and recommending

Nora Beach Resort and Spa
n Mean Std. Level of agree
Deviation
you return to this 113 4.35 0.719 Strongly agree
resort
you recommend this 113 4.45 0.597 Strongly agree
resort to your friends
or relatives

Part 3: General information analysis

64
Table 5 General
General Frequency Percent
How did you find us? (Please
select only one.)
Advertisement 4 3.54
( Magazine, Newspaper)
Internet (Website, Google, 42 37.17
Yahoo)
Travel Agency 63 55.75
Word of mouth 2 1.77
Others (Family’s 2 1.77
recommendation)
Total 113 100.00
Why did you choose to stay at
the Nora Beach Resort? (Please
select only one.)
Room rate 31 27.43
Location 39 34.51
Amenities and facilities 11 9.73
Special package 25 22.12
Others (had visited the hotel 7 6.19
before and recommended by
friends)
Total 113 100.00
Is this your first visit to the Nora
Beach Resort and Spa?
Yes 105 92.92
No 8 7.08
Total 113 100.00

65
Part 4: Hypothesis testing

1. Comparing customer satisfaction with service focusing on the marketing

mix across gender

Table 6 Analysing the level of customer satisfaction with service focusing

on the marketing mix across gender

Factor Gender t-test for Equality of

Means
N Mean Std. t df Sig.
Deviation (2-
tailed)
product Male 56 4.24 0.559 0.29 111 0.765
9
Female 57 4.21 0.497
price Male 56 4.25 0.720 0.43 111 0.663
7
Female 57 4.19 0.667
Place Male 56 4.32 0.716 0.55 111 0.581
4
Female 57 4.25 0.739
promotion Male 56 4.25 0.720 0.03 111 0.974
3
Female 57 4.25 0.689
total Male 56 4.27 0.538 0.42 111 0.675
0
Female 57 4.22 0.518

66
2. Comparing customer satisfaction with service focusing on the marketing
mix across Age

Table 7 Analysing the level of customer satisfaction with service focusing

on the marketing mix across Age
Factor Age N Mean Std. F df Sig.
Deviation
product 20-39 40 4.23 0.486 0.885 3 0.451
40-49 49 4.28 0.505
50-59 19 4.06 0.654
60 and 5 4.36 0.542 1.488 3 0.222
above
price 20-39 40 4.10 0.709
40-49 49 4.33 0.689
50-59 19 4.11 0.658
60 and 5 4.60 0.548
above
Place 20-39 40 4.18 0.781 1.344 3 0.264
40-49 49 4.35 0.663
50-59 19 4.21 0.787
60 and 5 4.80 0.447
above
promotion 20-39 40 4.18 0.712 0.576 3 0.632
40-49 49 4.35 0.663
50-59 19 4.16 0.765
60 and 5 4.20 0.837
above
total 20-39 40 4.17 0.520 1.311 3 0.274
40-49 49 4.32 0.491
50-59 19 4.13 0.615
60 and 5 4.49 0.506
above

3. Comparing customer satisfaction with service focusing on the marketing

mix across Occupation

67
Table 8 Analysing the level of customer satisfaction with service focusing
on the marketing mix across Occupation
Factor Occupation N Mean Std. F df Sig.
Deviation
product Student 7 4.09 0.755 1.417 4 0.233
Employed 77 4.28 0.500
Self- 17 4.28 0.523
employed
Unemployed 7 4.00 0.643
Retired 5 3.82 0.232
price Student 7 4.00 1.000 1.229 4 0.303
Employed 77 4.31 0.674
Self- 17 4.12 0.697
employed
Unemployed 7 3.86 0.378
Retired 5 4.00 0.707
Place Student 7 3.86 0.900 1.036 4 0.392
Employed 77 4.34 0.681
Self- 17 4.35 0.606
employed
Unemployed 7 4.00 0.816
Retired 5 4.20 1.304
promotion Student 7 4.29 0.756 0.773 4 0.545
Employed 77 4.29 0.723
Self- 17 4.29 0.686
employed
Unemployed 7 3.86 0.378
Retired 5 4.00 0.707
Total Student 7 4.06 0.792 1.366 4 0.251
Employed 77 4.30 0.505
Self- 17 4.26 0.504
employed
Unemployed 7 3.93 0.488
Retired 5 4.00 0.469
4. Comparing customer satisfaction with service focusing on the marketing
mix across purpose of visit

68
Table 9 Analysing the level of customer satisfaction with service focusing
on the marketing mix across purpose of visit
Factor Purpose of N Mean Std. F df Sig.
visit Deviation
product Business 5 3.85 0.228 1.988 3 0.120
Leisure 91 4.21 0.524
Convention 4 4.57 0.351
Honey Moon 13 4.41 0.586
price Business 5 4.00 0.707 0.727 3 0.538
Leisure 91 4.20 0.703
Convention 4 4.25 0.500
Honey Moon 13 4.46 0.660
Place Business 5 4.20 0.447 1.749 3 0.161
Leisure 91 4.22 0.742
Convention 4 4.75 0.500
Honey Moon 13 4.62 0.650
promotion Business 5 4.00 0.000 0.828 3 0.481
Leisure 91 4.22 0.712
Convention 4 4.50 0.577
Honey Moon 13 4.46 0.776
total Business 5 4.01 0.262 1.749 3 0.161
Leisure 91 4.21 0.538
Convention 4 4.52 0.231
Honey Moon 13 4.49 0.510
5. Comparing customer satisfaction with service focusing on the marketing
mix across nationality

Table 10 Analysing the level of customer satisfaction with service focusing

on the marketing mix across nationality
Factor Nationality N Mean Std. F df Sig.
Deviation
product Australia 34 4.49 0.455 4.988* 5 0.00
* 0
South Africa 4 4.59 0.336
Asia 31 4.03 0.583
Eastern 9 4.31 0.298
Europe

69
 Western 27 4.18 0.461
Europe
North 8 3.77 0.474
America
price Australia 34 4.50 0.707 3.271* 5 0.00
* 9
South Africa 4 4.75 0.500
Asia 31 4.00 0.730
Eastern 9 4.22 0.441
Europe
Western 27 4.19 0.622
Europe
North 8 3.75 0.463
America
Place Australia 34 4.59 0.657 2.631* 5 0.02
8
South Africa 4 4.75 0.500
Asia 31 4.07 0.772
Eastern 9 4.22 0.667
Europe
Western 27 4.19 0.681
Europe
North 8 4.00 0.756
America
promotion Australia 34 4.53 0.706 3.227* 5 0.00
* 9
South Africa 4 4.50 0.577
Asia 31 3.94 0.727
Eastern 9 4.33 0.707
Europe
Western 27 4.30 0.542
Europe
North 8 3.88 0.641
America
total Australia 34 4.53 0.505 5.555* 5 0.00

70
 * 0
South Africa 4 4.65 0.426
Asia 31 4.01 0.534
Eastern 9 4.27 0.342
Europe
Western 27 4.21 0.425
Europe
North 8 3.85 0.458
America
* Sig. ≤ 0.05
** Sig. ≤ 0.01

Table 11 Using LSD to compare the level of customer satisfaction with

products across different nationalities
Nationality Australia South Asia Eastern West North
Africa Europe Europe Americ
a
4.49 4.59 4.03 4.31 4.18 3.77
Australia 4.4 - -0.10 0.46* 0.18 0.31* 0.72**
9 *
South 4.5 - 0.56* 0.28 0.42 0.82**
Africa 9
Asia 4.0 - -0.28 -0.15 0.26
3
Eastern 4.3 - 0.14 0.54*
Europe 1

71
Western 4.1 - 0.40*
Europe 8
North 3.7 -
America 7
* Sig. ≤ 0.05
** Sig. ≤ 0.01

Table 12 Using LSD to compare the level of customer satisfaction with

price across different nationalities

Nationality Australia South Asia Eastern West North

Africa Europe Europe Americ
a
4.50 4.75 4.00 4.22 4.19 3.75
South 4.5 0.50*
Africa 0 - -0.25 * 0.28 0.31 0.75**
Asia 4.7
5 - 0.75 0.53 0.56 1.00*
Eastern 4.0
Europe 0 - -0.22 -0.19 0.25
Western 4.2
Europe 2 - 0.04 0.47
North 4.1
America 9 - 0.44
South 3.7
Africa 5 -
* Sig. ≤ 0.05
** Sig. ≤ 0.01

Table 13 Using LSD to compare the level of customer satisfaction with

Place across different nationalities

72
 Nationality Australia South Asia Eastern West North
Africa Europe Europe Americ
a
4.59 4.75 4.07 4.22 4.19 4.00
South 4.5 - 0.52*
Africa 9 -0.16 * 0.37 0.40* 0.59*
Asia 4.7
5 - 0.69 0.53 0.56 0.75
Eastern 4.0
Europe 7 - -0.16 -0.12 0.06
Western 4.2
Europe 2 - 0.04 0.22
North 4.1
America 9 - 0.19
South 4.0
Africa 0 -
* Sig. ≤ 0.05
** Sig. ≤ 0.01

Table 14 Using LSD to compare the level of customer satisfaction with

promotion across different nationalities

Nationality Australia South Asia Eastern West North

Africa Europe Europe Americ
a
4.53 4.50 3.94 4.33 4.30 3.88
South 4.5 - 0.59*
Africa 3 0.03 * 0.20 0.23 0.65*
Asia 4.5 - 0.56 0.17 0.20 0.63

73
 0
Eastern 3.9
Europe 4 - -0.40 -0.36* 0.06
Western 4.3
Europe 3 - 0.04 0.46
North 4.3
America 0 - 0.42
South 3.8
Africa 8 -
* Sig. ≤ 0.05
** Sig. ≤ 0.01

Table 15 Using LSD to compare the level of customer satisfaction with

Marketing Mix across different nationalities

Nationality Australia South Asia Eastern West North

Africa Europe Europe Americ
a
4.53 4.65 4.01 4.27 4.21 3.85
South 4.5 - 0.52*
Africa 3 -0.12 * 0.25 0.32* 0.68**
Asia 4.6
5 - 0.64* 0.38 0.44 0.80**
Eastern 4.0
Europe 1 - -0.27 -0.20 0.16
Western 4.2
Europe 7 - 0.06 0.42
North 4.2
America 1 - 0.36
South 3.8
Africa 5 -
* Sig. ≤ 0.05
** Sig. ≤ 0.01

74
75