SERVICE DELIVERY ON MEMBER ADVANCEMENT OF LICENSED DEPOSIT TAKING SACCOs IN NAIROBI COUNTY, KENYA
Abstract
The purpose of the study was to examine the effect of service delivery on member advancement of licensed deposit taking SACCOs in Nairobi County, Kenya. The study adopted a descriptive cross-sectional survey design, where both quantitative and qualitative approaches were applied. Questionnaires and semi-structured interviews were used in data collection. Email (internet) and drop and pick methods were also used. Collected data was organized according to the research objectives and hypotheses using statistical package software for social sciences (SPSS). The sample had 39 respondents out of a population frame of 42 participating licensed deposit taking SACCOs in Nairobi County. They comprised of the chief executive officers, the deputies and the departmental heads from the sampled licensed deposit taking SACCOS. Data was analyzed using descriptive and inferential statistics. Descriptive statistics included mean, standard deviation, frequencies and percentages. Inferential statistics included correlation analysis and regression analysis. The results indicated that service delivery had a positive and significant relationship with Member advancement of deposit taking SACCOs in Nairobi county Kenya. Service delivery is characterized by three components of speed, response and convenience which fulfill the obligation to actively serve the diverse interests of members by delivering products and services to them. SACCOs should enhance service delivery to build reputation that distinguishes their services from those of the competitors. This attracts net savers and borrowers to patronize the numerous appealing products of the SACCO which contribute to the growth and stability of the business.
Key Words: Member Advancement, Service Delivery, Time, Convenience
CITATION: Kibanga, J. (2020). Service delivery on member advancement of licensed deposit taking SACCOs in Nairobi County, Kenya. The Strategic Journal of Business & Change Management, 7 (4), 1475 – 1490.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i4.1872
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