Quality of outsourced cleaning services and customer satisfaction in selected safaricom call centres in Nairobi city and Kiambu counties, Kenya

Abstract

To reduce costs and focus on core functions, companies increasingly outsource non- core services, such as cleaning. This strategy aims to enhance efficiency, employee satisfaction, and overall productivity. However, maintaining consistent and high-quality service remains a major challenge. This study assessed the perceived effects of outsourced cleaning service quality on customer satisfaction in selected Safaricom PLC call centres in Nairobi City and Kiambu Counties, Kenya. Specifically, the study examined the influence of employee attributes, service professionalism, and the physical environment on customer satisfaction. The study was guided by the SERVQUAL model, Haywood-Farmer’s (1988) service quality framework, and Expectancy Disconfirmation Theory. A descriptive survey design was employed, targeting 1,170 full-time call centre staff in the two counties. The call centres were purposively selected and stratified, and simple random sampling were used to obtain a disproportionate sample of 300 respondents. Data were collected through standardized questionnaires administered via SurveyMonkey, cleaned, and analyzed using descriptive and inferential statistics, including multiple linear regression. Findings showed that service professionalism had the greatest impact on customer satisfaction (mean = 4.45), followed by physical facilities (4.38) and employee attributes (4.34). The SERVQUAL dimensions collectively accounted for 80.2% of the variance in customer satisfaction. The study concluded that vendors must be guided on maintaining service consistency and hiring qualified cleaners. New cleaners should be sensitized to quality expectations and process flow to ensure service excellence from the outset. Employees valued the services and recognized their impact on the work environment. It was recommended that the organization strengthen monitoring and evaluation during the first three months of contracting to ensure service quality and compliance with performance standards. Future research may explore the role of management in supporting vendors and the potential benefits of limiting vendor service scope to improve accountability and quality.