INFLUENCE OF TOUR GUIDING SERVICE QUALITY ON TOURIST

SATISFACTION IN MASAI MARA NATIONAL RESERVE, NAROK COUNTY,

KENYA

JAMES NGUYA GITONGA

(BSc.)

T129/MSA/12173/2009

A THESIS SUBMITTED IN FULFILMENT FOR THE AWARD OF A DEGREE

OF MASTER OF SCIENCE IN TOURISM MANAGEMENT IN THE SCHOOL OF
HOSPITALITY, TOURISM AND LEISURE STUDIES OF KENYATTA
UNIVERSITY

JUNE, 2021
 DECLARATION

Declaration by the Candidate

This thesis is my original work and has not been presented for a degree in any other

University.

Signature : _________________________________Date______________________

James Nguya Gitonga- T129/MSA/12173/2009

Declaration by Supervisors

This thesis has been submitted for review with our approval as the University Supervisors:

Signature : _________________________________Date______________________

Dr. Albert C. Kariuki

Department of Hospitality & Tourism Management

Kenyatta University

Signature : _________________________________Date______________________

Dr. Sisinio Muthengi

Department of Hospitality & Tourism Management

Kenyatta University

ii
 DEDICATION

This thesis is dedicated to my mother Mukami, my wife Waithiegeni and our children
Gitonga and Ndungu for travelling with me on this journey.

iii
 ACKNOWLEDGEMENT

I am full of thanks to God for his enabling grace. I thank my supervisors Dr. Albert Kariuki
and Dr. Sisinio Muthengi. Thank you for your tireless efforts to ensure that this work is
done. I also want to thank the lodge managers in and around Masai Mara National Reserve
who allowed us to administer questionnaires to their guests and the guests who agreed to
fill out the questionnaire. Special mention to Tony Nyamai of Mara Duma Camp and
Daniel Mpeeti of Mara Enkajiang Camp for introducing the researcher to the other camp
managers and help in data collection.

iv
 TABLE OF CONTENTS

DECLARATION .............................................................................................................. ii
DEDICATION ................................................................................................................. iii
ACKNOWLEDGEMENT .............................................................................................. iv
LIST OF TABLES .........................................................................................................viii
LIST OF FIGURES ......................................................................................................... ix
ABBREVIATIONS AND ACRONYMS......................................................................... x
OPERATIONAL DEFINITION OF TERMS............................................................... xi
ABSTRACT.................................................................................................................... xiii
CHAPTER ONE ............................................................................................................... 1
1.0 INTRODUCTION ...................................................................................................... 1
1.1 Background of the Study .............................................................................................. 1
1.2 Statement of the Problem.............................................................................................. 4
1.3 Purpose of the Study ..................................................................................................... 5
1.4 Objectives of the Study................................................................................................. 5
1.5 Research Hypothesis ..................................................................................................... 6
1.6 Significance of the Study .............................................................................................. 6
1.7 Delimitations/Scope of the Study ................................................................................. 7
1.8 Limitation ..................................................................................................................... 7
1.9 Assumptions ................................................................................................................. 8
1.10 Conceptual and Theoretical Framework ..................................................................... 8
1.10.1 Theoretical Framework ............................................................................................ 8
1.10.2 Conceptual Framework .......................................................................................... 11
CHAPTER TWO ............................................................................................................ 14
2.0 LITERATURE REVIEW ........................................................................................ 14
2.1 Introduction................................................................................................................. 14
2.2 Customer Satisfaction ................................................................................................. 14
2.3 Tour Guiding Service Quality .................................................................................... 17
2.4 Tour Guiding Competencies ....................................................................................... 23
2.5 Core Service Delivery Aspects ................................................................................... 27
2.6 Tour Guide’s Orientation ............................................................................................ 29
2.7 Status of Sightseeing Vehicle ..................................................................................... 32
2.9 Summary of Literature and Gaps ................................................................................ 34
2.9.1 Summary of Literature ............................................................................................. 34
2.9.2 Literature Gaps ..................................................................................................... 35
CHAPTER THREE ........................................................................................................ 37
3.0 RESEARCH METHODOLOGY ............................................................................ 37
3.1 Research Design ......................................................................................................... 37
3.2 Variables ..................................................................................................................... 37
3.2.1 Dependent Variable ................................................................................................. 37
3.2.2 Independent Variable ............................................................................................... 38
3.2.3 Moderating Variable ................................................................................................ 38

v
3.3 Location of the Study.................................................................................................. 38
3.4 Target Population........................................................................................................ 39
3.4.1 Tourists .................................................................................................................... 39
3.4.2 Tour Operators ......................................................................................................... 40
3.5 Sampling Techniques and Sample Size ...................................................................... 40
3.5.1 Sampling Techniques............................................................................................... 40
3.5.2 Sample Size ............................................................................................................. 41
3.6 Research Instruments .................................................................................................. 41
3.6.1 Questionnaire ........................................................................................................... 41
3.6.2 Interview schedule ................................................................................................... 42
3.6.3 Secondary sources of information ........................................................................... 42
3.7 Pre-Testing .................................................................................................................. 43
3.7.1 Validity .................................................................................................................... 43
3.7.2 Reliability ................................................................................................................ 44
3.8 Data Collection Techniques ........................................................................................ 44
3.9 Data Analysis .............................................................................................................. 46
3.10 Logistical and Ethical Considerations ...................................................................... 48
3.10.1 Logistical considerations ....................................................................................... 48
3.10.2 Ethical considerations ............................................................................................ 49
CHAPTER FOUR .......................................................................................................... 50
4.0 FINDINGS ................................................................................................................. 50
4.1 Introduction................................................................................................................. 50
4.2 Response Rate ............................................................................................................. 50
4.3 Demographic Information of Respondents. ................................................................ 51
4.3.1 Gender................................................................................................................... 51
4.3.2 Age of Respondents ................................................................................................. 51
4.3.3 Region of Origin of Respondents ............................................................................ 52
4.3.4 Source of Information about MMNR ...................................................................... 53
4.3.5 Purpose of Visit ....................................................................................................... 54
4.4 Tour Guiding Competencies and their Influence on Customer Satisfaction .............. 55
4.4.1 Hypothesis Testing H01 .......................................................................................... 55
4.4.2 Qualitative results for competencies ........................................................................ 58
4.5 Impact of Core Service Delivery Aspects on Customer Satisfaction ......................... 58
4.5.1 Hypothesis Testing - H02 ........................................................................................ 59
4.5.2 Qualitative Results for Core Service delivery ......................................................... 61
4.6 Objective 3: Extent of Tour Guides’ Orientation has on Customer Satisfaction in Narok
County .............................................................................................................................. 61
4.6.1 Hypothesis Testing - H03 ........................................................................................ 62
4.6.2 Quantitative Results for tour guide’s orientation..................................................... 65
4.7 Objective 4: Moderating Effect of the Status of the Sightseeing Vehicle on Customer
Satisfaction in Narok County............................................................................................ 65
4.7.1 Hypothesis Testing - H04 ........................................................................................ 66
4.7.2 Qualitative results for Status of Sight-seeing Vehicle ............................................. 69
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CHAPTER FIVE ............................................................................................................ 70
5.0 DISCUSSION OF FINDINGS ................................................................................. 70
5.1 Introduction................................................................................................................. 70
5.2 Objective 1: Tour Guiding Competencies and their Influence on Customer Satisfaction
.............................................................................................................................. 70
5.3 Objective 2: Impact of Core Tour Guiding Service Delivery Aspects on Customer
Satisfaction ....................................................................................................................... 73
5.4 Objective 3: Influence of Tour Guide’s Customer Orientation on Customer Satisfaction
.............................................................................................................................. 76
5.5 Objective 4: Moderating Effect of the Status of the Sightseeing Vehicle on Service
Quality and Customer Satisfaction ................................................................................... 79
CHAPTER SIX ............................................................................................................... 83
6.0 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS .......................... 83
6.1 Introduction................................................................................................................. 83
6.2 Summary of Findings ................................................................................................. 83
6.2.1 Objective 1: Tour Guiding Competencies and their Influence on Customer
Satisfaction ....................................................................................................................... 83
6.2.2 Objective 2: Impact of Core Tour Guiding Service Delivery Aspects on Customer
Satisfaction ....................................................................................................................... 84
6.2.3 Objective 3: Influence of the Tour Guide’s Orientation on Customer Satisfaction 84
6.2.4 Objective 4: Moderating Effect of the Status of the Sightseeing Vehicle on Service
Quality and Customer Satisfaction ................................................................................... 85
6.3 Conclusions................................................................................................................. 87
6.4 Recommendations for Policy/Practice ........................................................................ 88
6.5 Recommendations for Further Research .................................................................... 90
REFERENCES ............................................................................................................... 92
APPENDICES ................................................................................................................. 97
Appendix I: Letter of Introduction ............................................................................... 97
Appendix II: Questionnaire for Tourists ...................................................................... 98
Appendix III: Interview Schedule for Tour Operators............................................. 102
Appendix V: Masai Mara Map ................................................................................... 105
Appendix VI: 2018 Masai Mara Visitor Data ............................................................ 106
Appendix VII: Study Sampling Frame ....................................................................... 107
Appendix VIII: Item-Total Statistics for research questionnaire ............................ 109
Appendix IX: NACOSTI Research License ............................................................... 111
Appendix X: Research Approval ................................................................................ 112

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 LIST OF TABLES

Table 3.1: Summarized MMNR visitor data for November 2018 ......................... 40
Table 3.2: Sample Size .......................................................................................... 41
Table 3.3: Reliability Statistics .............................................................................. 44
Table 3.4: Data Analysis Methods per objective ................................................... 48
Table 4.1: Guiding competencies and their influence on customer satisfaction ... 55
Table 4.2: Model Summary of tour guiding competencies ................................... 56
Table 4.3: Tour Guiding Competencies ANOVA ................................................. 56
Table 4.4: Coefficients for tour guiding competencies ......................................... 57
Table 4.5: Core service delivery aspects ............................................................... 58
Table 4.6: Model summary of core service delivery aspects ................................. 59
Table 4.7: ANOVA of Core service delivery aspects ............................................ 60
Table 4.8: Coefficients for core service delivery aspects ...................................... 60
Table 4.9: Descriptive statistics for Tour Guides' customer orientation ............... 62
Table 4.10: Model summary for tour guides' orientation ...................................... 63
Table 4.11: ANOVA for tour guides' orientation .................................................. 63
Table 4.12: Coefficients for tour guides' orientation ............................................. 64
Table 4.13: Descriptive statistics for effect of status of sightseeing vehicle ......... 66
Table 4.14: Model summary of the effect of the status of sightseeing vehicle on
the relationship between service quality and customer satisfaction ...................... 67
Table 4.15: ANOVA of the effect of the sightseeing vehicle................................ 67
Table 4.16: Coefficients of the effect of the status of the sightseeing vehicle ...... 68

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 LIST OF FIGURES

Figure 1.1: Conceptual Framework .................................................................................. 11

Figure 4.1: Gender of Respondents .................................................................................. 52
Figure 4.2: Age of Respondents ....................................................................................... 53
Figure 4.3: Region of Origin of respondents .................................................................... 53
Figure 4.4: Source of Information about MMNR ............................................................. 54
Figure 4.5: Purpose of Visit .............................................................................................. 55

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 ABBREVIATIONS AND ACRONYMS

CTDLT - Catering and Tourism Development Levy Trustees

EATGDA - East Africa Tour Guides and Drivers Association
GOK - Government of Kenya
KALTO - Kenya Association of Local Tour Operators
KATO - Kenya Association of Tour Operators
KPSGA - Kenya Professional Safari Guides Association
KTDGA - Kenya Tour Driver Guides Association
KWS - Kenya Wildlife Service
MGA - Mara Guides Association
MMNR - Masai Mara National Reserve
MOTW - Ministry of Tourism and wildlife
NACOSTI - National Commission for Science, Technology and Innovation
NMK - National Museums of Kenya
SERVPERF - Service Performance
SERVQUAL - Service Quality
SPSS - Statistical Package for Social Sciences
SQ - Service Quality
TF - Tourism Fund
TRA - Tourism Regulatory Authority

x
 OPERATIONAL DEFINITION OF TERMS

Core service delivery Fundamental services that the tour guide must deliver to the tourist

aspects throughout the tour

Competencies A mixture of tourism related skills, knowledge and attitudes that are

required by a tour guide in order to deliver quality services

Sightseeing vehicle A special safari van or Land cruiser jeep with pop-up roof

County One of the 47 regions of Kenya. Narok is a county situated in the

Southern part of the Kenyan Rift Valley, and home to Masai Mara

National Reserve. In this study, Narok County refers to the tourism

concept within the county.

Customer A tourist who seeks tour guiding services

Expectations Tourist experience on a guiding service before visiting the reserve

Influence The capacity to have an important effect on tour guiding service

quality

Perception Tourist experience on a guiding service after visiting the reserve.

Quality Difference between the customer's expectations and the perception of

the tour guiding services offered

Satisfaction Feelings of wellbeing and pleasure as a result of receiving what a

tourist hopes for from a tour guiding experience

Service Any action performed by the tour guide geared towards making the

tourist experience satisfactory during a visit in an attraction

Tour Guide A person who drives/leads tourists to visit attraction sites and offers

explanations and interpretation to the tourist. He/she performs the

dual roles of driver and guide

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Tour guide Tour guide prioritizing their own economic benefits above the needs

orientation of the tourist while conducting a tour

Tour Guiding The driving of tourists to attraction sites while giving information on

the cultural and natural heritage therein

Visitors Tourist or guest who is visiting the destination which is the study site

and is guided by tour guide

xii
 ABSTRACT

The competitiveness of a destination is determined by the quality of services offered. Tour

guides play an important role in meeting the perception and expectations of the tourists in
a destination. Quality tour guiding services have ultimate effects on customer satisfaction
with the services offered in a destination. There is limited research on tour guiding service
quality and customer satisfaction in Kenya, thus the need to explore the influence of tour
guiding service quality on the customer satisfaction in Masai Mara National Reserve
(MMNR), Narok County, Kenya. The objectives of the study were; to assess tour guiding
competencies that influence quality guiding services; to determine the influence of core
tour guiding service delivery aspects on customer satisfaction; to determine the effects of
tour guides’ customer orientation on customer satisfaction; and to examine the moderating
influence of the status of the sightseeing vehicles on the relationship between tour guiding
service quality and customer satisfaction in MMNR. The study used a cross-sectional
research design to evaluate the influence of tour guiding services on customer satisfaction.
Primary data was collected from 311 tourists staying in camps and lodges in and around
the MMNR and 10 Nairobi based tour operators. A questionnaire was used for the tourist
respondents while an interview schedule was used for the tour operators. Descriptive
statistics and regression analysis was used to analyse the data. Results indicate that tour
guiding competencies significantly and positively influenced customer satisfaction. There
was a high degree of correlation between tour guiding competencies and customer
satisfaction (R=0.805) accounting for 76.4% of the relationship. Punctuality, keen sense
of direction and enthusiasm being the most satisfying elements. Core service delivery
aspects also significantly positively influenced customer satisfaction. There was a
moderate correlation between delivery of core services (R=0.696) and tourist satisfaction,
accounting for 48.4% of the relationship. Delivery of the promised service and knowledge
of the destination being the most satisfying elements. Tour guide's orientation significantly
negatively influenced customer satisfaction. Tour guide’s orientation (R=0.616) also
produced a moderate correlation with tourist satisfaction accounting for 38.0% of the
relationship. Pressure to buy extra excursions and soliciting for tips being the most
unsatisfying elements. The moderating variable; status of sightseeing vehicle had a
significant moderating influence on the relationship between service quality and customer
satisfaction. It produced a moderate degree of correlation (R=0.644) accounting for 41.4%
of the relationship between tour guiding service quality and tourist satisfaction. The study
highlights the importance of tour guiding service quality to tourist satisfaction and
recommends how the findings of this study will benefit tour operators and tour guides to
improve the service quality of guiding services offered to the tourist. The government
through the Ministry of tourism and wildlife will use the ideas generated to formulate and
implement policies that will address tour guiding services in Kenya. The study findings
will also contribute to the body of knowledge in the world of academia regarding tourism
and tour guiding while also highlighting areas for further research.

xiii
 CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Study

Globally, there are many tourist destinations providing very similar services. It is therefore

very important to not just attract customers, but seek to retain them. Customer satisfaction

is therefore key to customer loyalty (Virvilaite, Pilgrimiene & Kliukaite, 2015). The

satisfaction and subsequent loyalty of customers is beneficial since various studies have

established that attracting new customers is much more expensive than keeping existing

ones (Chen, Weiler, Young & Lee, 2016; Khan, Garg & Rahman, 2015). As the number of

satisfied customers increase, a destination will spend less on marketing thus increase the net

direct tourism earnings. In addition, the consumption of related services increases (Sood &

Chougle, 2016). The overall effect is an improved economic performance at the destination

and improved wellbeing of individuals (Choo, Tan & Fernando, 2018).

Tour guides are one important component of the tourism product as they act as the link

between the tourists, the host community and the tourist companies. They interact with the

guests longer than other players in the tourism service chain the reason as to why tour

companies dependent on them to deliver the promise made to the tourist. As such, the tour

guides are the backbone of the entire tour operation (Guzman-Parra, Vila-Oblitas &

Maqueda-Lafuente, 2016). Being a tour guide is therefore a very demanding job that

combines skills, knowledge and attitudes to deliver a satisfying service to the tourist. Key

tour competencies include; communication skills, improvisational skills, keen sense of

direction and enthusiasm (Pereira, 2015). Tour guides are also expected to deliver the

promise in the itinerary and thus adhere to the core service delivery aspects of the contractual

agreement between the tour operator and the tourist. As Min (2016) found out, professional

1
attitude is one of the critical factors that set apart an ordinary guide from a great guide. If

the attitude/orientation of the tour guide is towards meeting their own needs and not offering

service that meets the expectations of the tourists, then the service quality of the guiding

service will be negatively affected.

Customer satisfaction is the pleasure derived from consuming a good or service and is based

on their feelings, affections, impressions derived by the customer on the quality of the

service. A destination’s image (brand image) is the reputation that a destination has built

over time through the quality of services offered at the destination (Tsegaw & Teressa,

2017). Tourist satisfaction is very important for the current tourist market that is

experiencing stiff competition among destinations and private enterprises. By enhancing

tourist satisfaction, destinations and enterprises are able to cut on marketing costs by

benefiting from customer loyalty which enhances intention to repurchase and free marketing

(Meshak & Datta, 2015). Tour guiding service quality influences the overall satisfaction of

the tourist and contributes to a positive destination image.

For tourists visiting Kenya, most will have prior arrangements of their trips either through

travel agencies in their country of origin or with a local tour operator (Suntikul,Tang & Pratt,

2016). On arrival in Kenya, they will normally join up with the tour group at the airport or

hotel in Nairobi to begin their tour. Most of these groups travel by road using Safari

Landcruisers or Tour vans. The tourists are ususally accompanied by tour guides to the

attractions such as Masai Mara National Reserve (MMNR). The tour groups stay at lodges

and /or tented camps within the protected areas or just outside the reserves. The days are

spent out in the parks on game drives in search of wildlife. Optional and additional

excursions such as the hot air baloon ride, Masai village vist and Souvenir shopping are

2
incorporated in the program either within the park and its environs or during the transfer

from one park to the other (Togoch & Koki, 2018;Suntikul et al., 2016).

The significance of tour guides in promoting the country’s foreign relations and enhancing

the country’s positive image is widely acknowledged. For this reason, the Kenyan

governement, thruough the Ministry of Tourism and wildlife has given prominence to the

critical role the tour guides play in the long term success of Kenya as a destination of choice

for many tourists (Kabii, Okello & Kipruto, 2017). The development of the tour guiding

sector regulation can be traced back to the 1990s (Togoch & Koki, 2018). This was when

the Kenya Association of Tour Operatrors (KATO) in conjunction with the Kenya Wildlife

Services (KWS) first initiated a regulatory mechanism for tour guides. This culminated in

the formation of the Kenya Professional Safari Guides Association (KPSGA). This

organisation was an industry initiative that was tasked with evaluation and grading of the

practising guides. Later on in 2005, the Ministry of tourism, through the Catering and

Tourism Development Levy Trustees (CTDLT) developed the initial regulatroy framework

for tour guide licensing (Togoch & Koki, 2018). Measures and regulations on tour guide

licensing were put in place. CTDLT was later disbanded and its roles taken over by Tourism

Fund (TF) and Tourism regulatory Authority (TRA). Currently, the role of tour guide

licensing and regulation is a key mandate of the TRA (GOK, 2011).

TRA has developed policies and regulations for the tour guiding sector in Kenya. These

policies are meant to ensure that tour guides deliver better service quality for customer

satisfaction among tourist visiting Kenya. However, these policy framework is mainly from

the perspective of the policymakers (GOK, 2011). There is scanty information on specific

studies relating to tour guiding service quality and customer satisfaction in Kenya,

especially from the tourists’ and tour operators’ viewpoint. Findings of such studies can

3
enrich the tour guiding policy framework for better service quality, customer satisfaction

and positive destination image. Such studies are as such very timely and relevant for those

keen on sustainable tourism development in Kenya (Togoch & Koki, 2018). This study

adresssed this gap.

1.2 Statement of the Problem

Existing literature identify the need to satisfy customers (Della-Corte, Sciarelli, Cascella &

Del Gaudio, 2015), the need to solve visitor problems (Gnapala, 2015) and the need to

improve visitor experience (Kabii, Okello, & Kipruto, 2017). In Kenya various policy

documents seeking to achieve and maintain competitiveness have been drafted. The

National Tourism Strategy (GOK, 2013) identifies the challenges of reinforcing the Kenya

tourism industry as a high-quality service sector while the National Tourism Blueprint

(GOK, 2018) highlights the need to increase and maintain visitor satisfaction levels. The

Tourism Fund (TF) has for a long time invested in sustained efforts to improve the quality

of tour guiding services in Kenya. The continual allocation of financial and human resources

to this effort is due in part to the important role played by tour guides in delivering high

quality of service to the visitors.

The Tourism Act established the Tourism regulatory Authority (TRA) in charge of

regulating tourism activities and services countrywide (GOK, 2016). TRA has been

developing and improving a system of regulating and improving quality in tour guiding

since its inception. The policies and regulations on tour guiding, developed by TRA are

geared towards improving the service quality of the guiding experience (GOK, 2016). This

in itself is noble and very well intentioned. However, tour guiding services in Kenya

continue to elicit negative reviews from tourists (Togoch & Koki, 2018).

4
There is therefore a need to relook at the policies and regulations which are largely based

on the views of the policy makers. The views of the tourist, the main consumer of the tour

guiding services are vital to development of sound policies for the tour guiding sector. There

is limited research on tour guiding service quality and customer satisfaction in Kenya.

Explicitly, research focussing on tour guiding competencies, core service delivery aspects,

tour guide’s orientation and the status of sightseeing vehicles is scanty especially on the

Kenyan context. Yet, this is critical information for policy makers and tour operators based

on what the National Tourism Blueprint (GOK, 2018) refers to as coordinated efforts of all

stakeholders to improve visitor experiences. Therefore, there is need for this timely study in

the Masai Mara National Reserve (MMNR). This is because MMNR is recognised as one

of the most famous reserves in Africa and globally and a majority of the visitors to the park

are usually on guided tours (Suntikul et al., 2016). Tour guides in MMNR play a critical

role in nature interpretation affecting tourist experiences.

1.3 Purpose of the Study

This study sought to explore the influence of the quality of tour guiding services offered on

tourist satisfaction.

1.4 Objectives of the Study

1. To examine tour guiding competencies and their influence on customer satisfaction in

MMNR in Narok County

2. To assess the impact of core service delivery aspects on customer satisfaction in MMNR

in Narok county

3. To determine the extent to which the tour guides’ customer orientation has on customer

satisfaction in MMNR in Narok County

5
4. To determine the moderating effect of the status of the sightseeing vehicle on the

relationship between tour guiding service quality and customer satisfaction in MMNR

in Narok County

1.5 Research Hypothesis

H01: Tour guiding competencies have no significant influence on customer satisfaction in

MMNR in Narok County

H02: Core tour guiding service delivery aspects have no significant impact on customer

satisfaction in MMNR in Narok County

H03: The tour guide’s orientation towards their own economic interest has no significant

negative influence on customer satisfaction in MMNR in Narok County

H04: Status of the sightseeing vehicle has no significant moderating effect on the

relationship between tour guiding service quality and customer satisfaction in

MMNR in Narok County

1.6 Significance of the Study

The findings of the study are beneficial to various stakeholders. The private sector, through

umbrella associations Kenya Tourism Federation (KTF), affiliates like the Kenya

Association of Tour Operators (KATO) and Kenya Association of Local Tour Operators

(KALTO) and regional private sector association East African Tourism Platform (EATP) in

agitating for harmonious travel in the region. The findings will t h e r e f o r e provide

important recommendations for actions targeted to improve the service quality and

professionalism of the tour guides taking visitors to the parks.

The government, through the Ministry of Tourism and Wildlife (MOTW) and state

corporations TRA and TF will use the implications generated to develop and implement

policies that will address guiding services in Kenya. By determining the service quality of

6
the tour guides, policy makers and other tourism industry players can then develop the

relevant support mechanisms for the tour guide. Narok County government, the managers

of MMNR will also benefit from the findings of this study in better control of tour guiding

activities for improved visitor experiences. The MMNR management can arrange for

trainings especially for local tour guides and service providers of extra excursions for

smoother interaction between the tour guides, tourists and host community.

The findings will also benefit the tour guides through Kenya Professional Safari Guides

Association (KPSGA), Kenya Tour Driver Guides Association (KTDGA), Mara Guides

Association (MGA) and the regional East Africa Tour Guides and Drivers Association

(EATGDA). The findings will be useful to tour operators and tour guides as yard stick of

improving on their services. In addition, the study findings will add to the body of

knowledge and provide a base on which future similar studies can be carried out.

1.7 Delimitations/Scope of the Study

The study was delimited by both the geographical area and the subject. The geographical

area of the study was Narok County. On the subject, the study was limited to the service

quality of tour guides in MMNR in Narok County. Specifically, how the tourists perceived

the guiding services in relation to customer satisfaction.

1.8 Limitation

The use of a questionnaire limited the respondent to only giving specific information sought

by the questionnaire. The study was also a cross-sectional study. With more resources of

time and money, it would have been better to do a longer study covering several seasons.

This would have given more representative data suitable for making concrete conclusions.

The use of a semi structured questionnaire was meant to make the exercise not totally

limiting to the respondents and generate varied responses.

7
The study was also carried out within only a single county in Kenya. Had it been possible,

a study covering several parks in different counties would have generated more

representative data suitable for making generalizations. Being a cross sectional study that

was carried out once may limit the extent to which generalisations can be derived. A

longitudinal study involving several studies over an extended period may be important in

following up on the findings of this study. In choosing Narok County, home to the most

famous and most visited park in Kenya (MMNR), this study was able to have a more

representative sample and therefore mitigate the limitations.

1.9 Assumptions

The study assumed that by administering the questionnaires at the accommodation facilities

in MMNR, by-passing the tour operators and the tour guides, the respondents (tourists)

would answer the questions freely. Had the questionnaires been administered by the tour

guides, there is a likelihood that some guests may have opted not to take part in the study.

Those who agreed may have been careful not to antagonise their tour guides and not

provided full information. The study also assumed that all the tourists were accompanied by

one tour guide who served both roles of tour guiding and also driving. In some rare

instances, it is possible to have tourists accompanied by two persons a driver and interpreter.

1.10 Conceptual and Theoretical Framework

1.10.1 Theoretical Framework

Several theories have been advanced in relation to customer satisfaction. Being a relative

term, there is general agreement that customer satisfaction is always measured against an

expectation (Ye, Wu, & Zheng, 2019). Several theories have been postulated to explain

customer satisfaction. They include; the attribution theory, the Value-Precept theory, the

Equity Theory, The Expectancy-Disconfirmation theory and the Contrast theory among

8
others (Yang & Campos, 2020). For this study, the Expectancy-Disconfirmation theory

formed the theoretical underpinnings of this study.

Expectancy-Disconfirmation theory was proposed by Oliver (1977) as the ideal theoretical

framework in measuring customer satisfaction. The theory posits that a customer will

purchase a good or service with an expectation on the performance. This expected

performance becomes the yardstick that the customer uses to evaluate the product. After

consuming the product or service, the performance is compared against the expectations. If

the expected performance is equalled, there is confirmation (Suhartanto, 2018). If there is a

difference between expectations and actual performance, disconfirmation is inferred.

The customer is therefore satisfied or dissatisfied depending on whether the difference

between expectation and performance is positive or negative. If the performance exceeds

the expectation of the customer, there is positive disconfirmation resulting in customer

satisfaction. When the performance meets expectations, there is conformation resulting in

satisfaction. However, when the performance is below expectations, there is negative

disconfirmation leading to dissatisfaction (Ganiyu, 2017). In this study, service quality was

assessed based on the expectancy-disconfirmation theory as reflected in the data collection

instrument. The results were then used to infer customer satisfaction or dissatisfaction. To

achieve this, a service quality model (SERVQUA L) was used.

Measuring service quality is generally accepted as a way of assessing customer satisfaction

with a service (Sam, Hamidu & Daniels, 2018). As such service quality has been the focus

of several studies. The approaches to these studies fall under two main schools of thought

by Parasuraman, Zeithml and Berry, (1988); Gronroos (1988). The SERVQUAL model, a

shortened form of “service quality” is a popular model used in the measurement of service

9
quality. This model was developed by Parasuraman et al. (1988). It uses five instruments to

compare the customer’s expectations against perceptions along a variety of service

elements. The instruments are; reliability, responsiveness, assurance, empathy and

tangibles. According Dudovsky (2014), SERVQUAL was initially designed to evaluate

financial services. SEVQUAL has been adapted in many service sectors including the

tourism industry (Deb & Ahmed, 2018; Rajeswari & Kumari, 2014).

Parasuraman et al. (1988) regards customer satisfaction as the gap between the expectations

of the customer with regards to a service and the customer’s perception of the service that

they receive. It is the perception of the customer viewed against their expectation. The

expectation versus perception school of thought makes it possible to interpret customer

satisfaction based on expectations. Gronroos (1988) regards customer satisfaction as a

product of the actual service performance quality as perceived by the customer. Gronroos

(1988) developed the SERVPERF model, a shortened form of service performance.

According to the perceived Quality Model (SERVPERF), the service quality as perceived

by the customers is based on a comparison between the expectations of the customer on one

hand and their actual experiences. If these real-life experiences exceed the expectation of

the customer, the perceived quality is regarded as positive. Gronroos argues that customer-

perceived quality contains two dimensions; the outcomes of the service provided or what

the customer receives and another dimension based on the customer perceptions of their

overall interactions with the service provider.

The SERVQUAL model was chosen for this study. This model was deemed suitable for this

study because it has a scale constituting several items which makes it ideal for measuring

the gap between tourist expectations and perceptions of service quality. SERVQUAL has

also been successfully used, previously to evaluate service quality and tourist satisfaction
10
by other researchers including; Choo, Cheng, & Yeo, (2018) and Sam, Hamidu & Daniels,

(2018).

1.10.2 Conceptual Framework

The conceptual framework shows the relationship between the major variables of the study.

The conceptual framework shows the interrelationship between the independent,

moderating and dependent variables (Figure 1.1). The independent variable is the tour

guide’s service quality. The dependent variable is customer satisfaction. The relationship

between the two is moderated by the status of the sightseeing vehicle.

Independent variables
(Tour Guiding Service Moderating Variable Dependent variable
Quality)

Tour guiding competencies

 Communication skills
 Improvisational skills
 Punctuality
 Keen sense of direction
Tourist satisfaction
Core service delivery aspects
 Promised service  Positive reviews
 Destination Knowledge  Intention to revisit
 Problem Solving  Tips and Gratuities
 Honesty & Trustworthy  Referrals to friends

Guiding Orientation
 Pressure to buy extra
excursions
 Changing itinerary Sightseeing vehicle
 Imposing personal views  Working air conditioning
 Soliciting for a tip  Clean, uniformed driver
 Mature careful driver
 Quality seat belts
 Regular cleaning
 Emergency/Exit doors

Figure 1.1: Conceptual Framework

Source: Adapted from Kangogo, Musiega & Manyasi (2013)

11
As depicted by Figure 1.1 independent variables are made up of three sub-variables namely;

Tour guiding competencies, core service delivery aspects and tour guide customer

orientation. The variable tour guiding competencies relates to a mixture of tourism related

knowledge, skills and attitudes. These competencies include knowledge, skills, values,

motivation, initiative and self- control, (Morton, Caulfiel & Anable, 2016). Competency is

often associated with terms such as; Communication skills, initiative,

innovation/improvisation, punctuality, interpersonal skills, and keen sense of direction

(Pereira, 2015).

Core service delivery aspects in tour guiding refer to the fundamental services that the tour

guide must deliver consistently throughout the tour (Weiler & Walker, 2014). The tour guide

then assumes the role of delivering on this promise made to the tourists by the tour companies

and travel agencies (Centikaya & Oter, 2015). Destination knowledge, honesty and problem-

solving skills are important to delivering the promised service.

Customer orientation reflects how the guide balances their own as well as tourists’ needs

and interests so as to provide superior service to tourists (Min, 2016; Lin, Ting, Hsu & Wu,

2014). This entails focusing on what is valuable and satisfying to the tourists. It also means

that the guide does not seek to exploit the tourists for his/her own benefit. Customer

orientation of tour guides can be seen in what they put more value and emphasis in. Pressure

to buy extra excursions, soliciting for tips, changing itinerary without consulting the guests

and imposing personal views indicate that the tour guide is mainly driven by selfish

economic interests and not a genuine desire to provide high quality guiding services to the

tourists.

12
Dependent variable in this study is customer satisfaction which is a product of the tourist’s

perception of the service quality of the tour guide. Positive reviews, gratuities, intention to

revisit and referrals to friends are relatives are common indicators of tourist satisfaction

(Kuo, Chang, Cheng & Lin, 2015). Based on the service quality variables, the tourist will

perceive the tour guiding service quality as being of high or low quality. If the service is

perceived as being of high quality, customer satisfaction is achieved. If the service is of low

quality, this leads to customer dissatisfaction.

Moderating variable: Service quality measurement has mainly been applied to

tourist/passenger transport. It involves many aspects such as accessibility of the service,

exterior and interior condition the vehicle, travel time, safety and existence of supporting

infrastructure. Several studies have focused on key elements including; vehicle, the driver

and the management (Suman, Bolia, & Tiwari, 2018; Sam, Hamidu, & Daniels, 2018). In

this study, since the tour guide serves the dual role of driving as well as guiding, the status

of the sightseeing vehicle affects how the tourist perceive the entire guiding experience. If

the vehicle is in good condition and the driver is mature, clean and uniformed, this can only

improve the overall rating of the experience. On the contrary, if the vehicle and driver are

in a bad condition, this can only lower the overall rating of the experience. The status of the

sightseeing vehicle therefore affects the relationship between service quality and customer

satisfaction.

13
 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

The available literature was reviewed based on its relevance under the following sub

headings; customer satisfaction, tour guiding service quality, tour guiding competencies,

delivery of core services, tour guide’s customer orientation, Status of sightseeing vehicles,

summary of literature and gaps identified.

2.2 Customer Satisfaction

Todays’ customers are more knowledgeable and well connected to information regarding a

destination. Social media, online customer reviews and the internet are some of the sources

of tourist information heavily used by potential tourists to a destination (Bimonte & Punzo,

2016). They use this information to inform their decision on choice of tour operators to use,

best attractions at the destination as well as accommodation facilities (Zhang, Zhao, Lyles

& 2018; Min, 2016).

The customer is much more sophisticated and demanding. They are very keen on getting,

and indeed demanding value for services received in comparison to cost incurred (Arasli &

Baradarani, 2014). As such, the customer knows that they are in charge. An organization

has to offer better quality of services as compared to the competitors. Leaders in service

quality understand what really matters. To realize customer satisfaction, industry must

continuously seek creative ways and methods to improve service quality. Employees need

to keep their passion for the customer alive (Khan, Garg & Rahman, 2015).

Customer satisfaction is largely a psychological issue which constitutes the feelings of

wellbeing and pleasure as a result of achieving what a person was hoping for and expected

from consuming a service or a product (Chan, Hsu & Baum, 2015). It is the customers’
14
fulfilment reaction to the consumptive experience. This is largely an individual assessment

that is to a greater extent based on the customers’ expectations and past experience. It has

two dimensions; the individual’s interaction with the provider of the service and the

resulting experience by the consumer of the service (Chen, Weiler, Young & Lee, 2016).

Customer satisfaction is therefore a good reflection of the quality of service rendered in

the service industry. The measurement of a quality of a service is a critical tool of

determining customer satisfaction. When the expectations of the customer are met or

exceeded, then the customer will be satisfied. Customer satisfaction is important because

satisfied customers are more likely to be loyal customers (Kuo, Chang, Cheng & Lin,

2016; Kumar, 2016). They also act as free advertising agents of a product or service to

friends and relatives through word-of-mouth (Rodger, Taplin & More, 2015). Satisfied

customers can easily repurchase the product or service and also tell others to purchase the

same. In order to create customer retention, a destination must do all to satisfy them and

therefore create loyal customers.

Guest satisfaction is of the highest priority to owners of business as well as managers in the

tourism industry who are in competition with many other businesses proving similar

services. To achieve customer satisfaction, an organization must strive to recognize and

anticipate the customer’s needs. The attractiveness of a tourist destination is influenced

partly by the quality of the service offered by the tour guide (Deb & Ali, 2018). There is

need to shift focus from acquisition of new customers, to efforts in retaining customers and

customer loyalty through customer satisfaction. This sis because retaining existing

customers is very important in sustaining the tourism industry. The biggest benefit of loyal

customers is that they are not swayed by price inducements from competition (Rena, Qiu,

Wang & Lin, 2016). Research has shown that it is less expensive to retain loyal customers
15
than trying to acquire new ones. Tour companies must therefore continuously keep track of

customer satisfaction levels of their clients.

The measurement of a quality of a service is very important in determining customer

satisfaction. According to Caro, Berchoux, Marek, and Chen (2015), quality of a service is

comparison of expectations with performance which depends on the customer. The quality

of services provided is dependent on customer perceptions and expectations before and after

service is consumed (Phiri & Mcwabe, 2013). Quality service that meets or even exceeds

customer’s expectation is important in meeting satisfaction (Caro et. al., 2015).

The competitiveness of a destination and a more assertive customer has made tourism

organisations to recognize the importance of customer service quality in safeguarding

current and future business (Roger et al., 2015). Organisations invest on strategies like guest

relations, development of new products, favourable pricing, and provision of relevant

information among others to improve customer satisfaction. All these strategies are meant

to address customer service quality to make the organisation or enterprise have

competitiveness edge above others (Dabija, Dinu, Tăchiciu & Pop, 2014).

A study in China on tourist satisfaction with the service provided by the tour guides

revealed several satisfying and unsatisfying aspects with regard to the service quality of

the tour guides (Chen, Weiler, Young & Lee, 2016). In the study, professional

competencies, good customer relations and communication skills were among the

satisfying dimensions. On the other hand, incidences of tour guide misconduct, excessive

shopping stops, soliciting for tips, poor communication, and inadequate customer care

were among the unsatisfying dimensions. Other studies have also identified a number of

service quality attributes in the tour guiding sector which are; delivery of the itinerary,

keeping time, adequate knowledge of the attraction sites, problem solving skills, honesty
16
and trustworthiness, enthusiasm, ensuring the safety of the tourists and prompt

communication (Kuo, Chang, Cheng & Lin, 2015).

From the review of available literature, there has been several studies on customer

satisfaction with tour guiding services globally (Roger et al, 2015; Caro et al., 2015;

Kuo, Chang, Cheng & Lin, 2015) and in the African context (Magdy, 2016; Tsegaw &

Teressa, 2017; Phiri & Mcwabe, 2013) as well as in Kenya (Kabii, Okello & Kipruto,

2017; Togoch & Koki, 2018). All these studies have helped in bringing out the service

attributes that are important to tourist satisfaction; both satisfying and unsatisfying

aspects. However, in the Kenyan context especially, these aspects have not been

subjected to a study involving tourist respondents.

This study borrows from previous studies on tourist satisfaction dimensions as

identified by Chen, Weiler, Young & Lee, (2016) in framing the variables of the study

but goes further to investigate the variables under respective sub-variables and ranks

them in order of significance for better understanding of what is the most important

aspect of tourist satisfaction.

2.3 Tour Guiding Service Quality

Service quality can be viewed as the gap that exists between the customer’s expectations

and the perception of the service (Parasuraman, Berry and Zethmal, 1988). Therefore, a

customer will assess service quality based on the difference between their expectations and

the perception of actual performance. So, the smaller the gap between expectation and

perception, the service will then be perceived as of high quality leading to customer

satisfaction. The quality of service provided is dependent on customer perceptions and

expectations before and after service is consumed (Choo, Tan & Fernando, 2018). Quality

17
service that matches or even surpasses customer’s expectation is important in meeting

satisfaction (Caro, Berchoux, Marek & Chen, 2015).

Today’s customer is more informed, has increased expectations and has a variety of

destinations having a similar offering in attractions to choose from. This has made tourism

businesses recognize the importance of superior customer service quality for customer

retention and loyalty (Khan, Garg, & Rahman, 2015). Organisations invest in strategies of

improving customer satisfactions. Strategies like guest relations, development of new

products, favourable pricing, and provision of relevant information among others have been

used to improve customer satisfaction (Currie & Falconer, 2014). All these strategies are

meant to address customer service quality to make the organisation or enterprise have

competitiveness edge above others. Provision of high-quality service aimed at improving

customer satisfaction is a key factor boosting the performance of companies in the tourism

industry (Rena, Qiu, Wang & Lin, 2016).

Tourism brings to a destination people from all over the world. Professional and competent

tour guides should represent and communicate a positive image of a country generally and

the destination in particular. Governments in tourist destinations and tourism industry have

realised the need to improve the quality of tour guiding services. Professional training,

quality control, licensing and regulatory mechanisms are key in this area. Previous studies

have shown that quality services in tour guiding are an integral part of ensuring destination

service quality (Dedeoğlu & Demirer, 2015). Further, the service quality of the entire

guided tour depends largely on the performance of tour guides (Cetı̇ nkaya & Oter, 2016). A

tour guide who fails to meet the customer needs and expectations has the potential of losing

repeat guests thus exporting business to competitors (Queensland & Government, 2017).

18
The tour guide is the person more intensely and continuously involved with tour participants

through contact. The tour guide is a frontline employee tasked with the overall image and

satisfaction with the guided tours offered at a destination (Hurombo, 2016). Tour guides are

crucial crossing points between the tourists and destination and they determine whether a

trip will be enjoyable or boring. They have the ability to build or damage the image of a

destination (Tsegaw & Teressa, 2017). They can earn a good or bad reputation for a

destination.

Service quality of tour guides is important in ensuring tourist satisfaction and thus enhancing

a tour operator’s image (Cetin & Dincer, 2014) as well as shaping the image of a destination.

The tour guide can transform the tourists sightseeing activities into truly memorable

experiences with passionate commentary and interpretation. They have the responsibility to

make the customer satisfied with the service. A tour guide needs to combine knowledge and

skills with passion and enthusiasm as well as be of good conduct. Commentary should be

delivered in an exciting manner, be inspiring and be in the choice language of the visitor

(Hughes, Wang, & Shu, 2015).

Therefore, the tour guide’s service quality is one of the critical factors affecting the

satisfaction of tourists during a tour (Rena, Qiu, Wang & Lin, 2016). Pereira (2016)

posited that a tour guide, being a cultural mediator plays a critical role in turning a tour

into a memorable experience for the tourists. These views were supported by Weiler &

Walker, (2014) who agree that a tour guide who is competent in the core service delivery

aspects of guiding and who is focussed on the needs of the customer can deliver guiding

services meeting the expectation of the customer.

The ability of the tour guide to offer quality services and memorable experiences to the

visitors is key to ensuring that the tourism business is successful. This is also important in
19
ensuring sustainability of the wider industry and the resources upon which the experiences

are built (Min, 2016). Tour guides represent the image and face of their companies and in

most cases; they are instrumental in selling the next tour. If their service quality leads to

satisfied customers, such customers are likely to talk to their friends and relatives and

encourage them to patronize the same company (Kabii, Okello & Kipruto, 2017).

The quality of tour guiding has been a subject of feedback by tourists who have visited

destinations globally. Gnanapala (2015) in a study in Sri Lanka on implications of tourists’

perception and satisfaction on destination management highlighted this. He observed that

tour guides lacked adequate information leading to low perception and unsatisfied guests.

Similar observations have been recorded in Tanzania (Philemon, 2015), Egypt (Madgy,

2016) and in Malawi (Chilembwe & Mweiwa, 2014)

According to Pathirana & Gnapala (2016), several factors may affect the service quality in

tour guiding. For some tour operators, the tour is sold at a price below the actual cost. In

this case, the tour guide is tasked with the responsibility of trying to sell extra excursions so

as to make some money for the company as well as for themselves. Another factor is

domination of the market. For markets dominated by a single source country, travel agents

will tend to push for the lowest rates from the tour companies in the host destination. This

could lead to poor services. Changing tourist behaviour especially with regards to buying of

extra excursions can lead to decrease in income for tour guides and in some cases lowers

the quality of guiding (Magdy, 2016; Chen, Weiler, Young & Lee, 2016).

Intense competition between tour operators, where in some extreme cases, tour operators

pay bribes to travel agency employees to get business ends up affecting the entire service

chain resulting in lower quality of service. Human resource issues regarding the tour guides

such as; lack of recognition, low unstable income, high turnover rates and influx of
20
immigrant guides are factors that also lead to poor quality of tour guiding service (Kuo,

Chang, Cheng & Lin, 2016). In a study on challenges facing the service quality of tour guide

in Egypt, Magdy (2016), the four main areas of concern for tour guides were identified as

critical issues affecting service quality. They include; Low remuneration, role conflict,

foreign labour and a feeling of being unappreciated.

Tour guides are often paid less than the recommended minimum guide fees. In addition, the

income is seasonal with the tour guides being out of work for between four and eight months.

This period can extend even further whenever there are travel advisories and/or

cancellations occasioned by global issues such as pandemics, terrorism and economic

upheavals in source countries. Tour guides also have long working hours in some cases

going without enough sleep and being away from home/normal place of residence (Min,

2016). Tour guides have to figure out how to bridge the remuneration gap through

commissions. This ends up making them more of salesman trying to sell an extra excursion

to the guest for personal gain than information givers, which is their main work (Pathirana

& Gnapala, 2015). This ultimately affects their service quality.

Role conflict is another critical area affecting the service quality of tour guides. During a

tour, the tourists should be accompanied by a tour manager as well as a tour guide. The role

of the tour manager is to manage the day-to-day administrative roles. These include

checking in of guests at accommodation facilities, arranging for meals, dealing with

regulation of the relationship between tour participants, briefing, debriefing among other

issues (Su, Yang, Badaoui & Cho, 2014). The tour guide should then be left to concentrate

on guiding with emphasis on giving information to the tourists on the attractions (Chen,

Weiler, Young & Lee, 2016). Tour companies, in order to save cost, end up giving the tour

guide the role of tour manager (administration and regulation) in addition to his/her
21
interpretation roles. This inevitably compromises on the service quality as the guide tries to

juggle both roles either often failing to deliver quality of services expected.

Foreign labour is another area of concern for tour guides. Despite restrictions on foreign

workers for some professions in the tourism industry such as guiding, the foreigners still

work as tour leaders/ guides earning higher pay while doing a job they cannot really perform

well (Tsegaw & Teressa, 2017). This is due to their limited knowledge of the local customs,

cultures and even wildlife at the destination. He or she can only give the information they

have to the foreign tour guide who will then repeat it to the guests (Su, Yang, Badaoui, &

Cho, 2014). In such cases, a local tour guide is silent while the foreign guide explains local

history and customs to the tourists. This scenario ends up compromising on the service

quality of tour guiding services rendered to the tourist.

According to Magdy (2016), most tour guides have a feeling of being unappreciated. Most

guides are unhappy with the lack of respect in trade and in society. The treatment of tour

guides at government offices, attraction sites, and from tour operators and travel agencies is

often an indication that nobody promotes their role and dignity. In many countries, tour

guides have to renew their licenses every year. This is not the same rule that applies to other

professions (Dzikit & Leonard, 2016). Besides, the governments are very keen on regulation

and enforcement in their relationship with tour guides. Issues of the tour guides’ welfare

such as remuneration, working conditions among others do not receive much support from

the government agencies. This lack of recognition affects the quality of guiding they deliver

to the tourists (Centikaya & Oter, 2016).

From the literature reviewed, several studies on tour guiding service quality have been

carried out (Su, Yang, Badaoui & Cho, 2014; Min, 2016). The studies have focussed mainly

on assessing service quality levels (Dedeoğlu & Demirer, 2015,), human resource issues
22
affecting service quality (Magdy, 2016, Min, 2016).), unhealthy business practices affecting

service quality (Su, Yang, Badaoui, & Cho, 2014) and changing tourist behaviour affecting

service quality (Currie & Falconer, 2014). In Kenya, a similar study by Togoch & Koki

(2018) looked at performance attributes and tourist satisfaction. Suntikul, Tang & Pratt

(2016) considered service quality aspects of tour guiding but specifically targeting Chinese

tourist respondents.

This study not only identifies the gaps in service quality but brings out clearly the specific

variables and respective sub variables that significantly influence tourist satisfaction with

tour guiding services. The target population is also quite inclusive and not specific to a

certain people. This makes it possible to make generalizations from the findings.

2.4 Tour Guiding Competencies

Competency can be viewed as a key characteristic of a worker contributing to success in the

performance of the specific job-related tasks and thus achievement of the organizational

goals. These competencies include knowledge, skills, values, motivation, initiative and self-

control, (Al Jahwari, Sirakaya-Turk & Altintas, 2016).

Competency is often associated with terms such as; teamwork, initiative, innovation,

creative thinking, technical ability, ethical standards and skills, interpersonal skills,

motivation, personal credibility technological knowhow and accountability (Sood &

Chougle, 2016). For forward looking organisations, a continuous assessment of the current

and future competencies of its employees is a critical element for planning purposes.

Organisations strategically manage their workforce by investing in staff development

initiatives meant to meet the current and future staffing requirement. Deliberate initiatives

and strategy focussed on staff development initiative to eradicate the gap between abilities

required and those available are important for the sustainability of the organisation.
23
Tour guiding competencies are critical traits that determine the perception of guests

towards the guiding services rendered. In a study in Istanbul, Turkey by Centikaya & Oter

(2016) found that lack of critical tour guiding competencies like creativity, humour and

interpersonal skills contributes to ineffective tour guiding leading to poor quality of

services and unsatisfied clients (Pereira, 2016). Cetı̇ nkaya and Oter (2016) argued that

there exists a significant relationship between customer satisfaction and loyalty,

competency of the tour guide and the tour guiding service. This observation implies that

adequate tour guiding competencies coupled with professionalism are necessary in

ensuring quality guiding services and customer satisfaction. It is imperative that tour

guides have relevant competencies to meet the tourists’ expectations (Tsegaw & Teressa,

2017).

Skilled guiding is at the heart of Tourism industry in ensuring profitability and image

maintenance (Cetı̇ nkaya & Oter, 2016). Tour guiding is a professional job that requires

one to have high standards of academic and personal development (Kumar, 2016). A

professional tour guide must be well equipped with knowledge, skills, attitudes and values

that will help him/her perform guiding duties competently. A tour guide must exhibit

professional qualities in order to deliver quality and dependable guiding services.

Competencies that are required by a tour guide in order to discharge professional guiding

include; good communication skills, outgoing personality, good memory, adaptability,

flexibility, enthusiasm, sense of humour, punctuality and a keen sense of direction (Cetin

& Yarcan, 2017).

A tour guide who is not endowed wide range of the above competencies has likelihood of

providing unprofessional poor quality guiding services. This is a fact that was noted by

Chen, Weiler, Young & Lee (2015) in their study on the quality of tour guiding in China.
24
They noted that lack of key competencies like professionalism ultimately affected service

performance by the tour guides. In an attempt to ensure quality service performance by the

tour guides they recommended professional training to impact guides with competencies

like communication skills, product knowledge among others. These recommendations are

in line with observation by Min (2016) who argued that tour guide competencies are a

prerequisite for professional guiding services.

The critical role of tour guide competencies in ensuring customer satisfaction has been

underscored by a study in Egypt (Magdy, 2016). In the study, it was established that

knowledge of the needs of the tourists and ability to meet their expectations plays a big

role in ensuring clients satisfaction. They also posited that quality guiding services is

determined by a number of competencies in a guide which helps him/her to excecute their

duties professionally (Pereira, 2015).

In a study conducted in South Africa to assess key tour guiding competencies, Hurombo

(2016) found that personality aspects as well as emotional and cultural knowledge were

critical in delivering memorable guided experiences. The same was found in Ethiopia by

a study conducted by Tsegaw & Teressa (2017) who established that tour guides plays an

important role in tourist satisfaction. For tour guides for offer sufficient quality guiding

services they must be able to communicate effectively in a langage the tourist can

understand to influence their perception. Knowledge of the destination was also critical in

satisfying the clients needs. These revelations by Hurombo (2016) and Magdy (2016)

confirms that tour guiding competencies ensure quality guiding which is a preequisite for

customer satifaction.

In a study conducted in Tanzania it was established that the country is highly rich in a wide

variety of tourist attractions and destinations and whose support facilities like
25
accommodation facilities are doing well. However, tour guiding services are relatively

poor (Philemon, 2015). The poor services offered by tour guides was attributed to lack of

tour guiding competencies like mastery of foreign languages like English, French, Italian,

Spanish, and even Chinese. The tour guides were also found to lack competencies of close

interactions with the clients which are key in influencing guests’ perceptions (Pathirana &

Gnapala, 2015).

Kenya like Tanzania has a wide variety of tourist attractions and destinations distributed

all over the country. Wildlife Safari forms the major tourism products that attract large

number of guests. Tour guiding is important support service used by tour operators to

ensure guests have a memorable experience. A study by Akama and Kieti (2003) on

satisfaction with guided tours in Tsavo West National Park showed that over 70% of the

guests had satisfactory experience. This study by Akama and Kieti (2003), however did

not explore the tour guiding services offered and competencies that may have contributed

to guests’ satisfactory experience. In another study on the challenges that hinders growth

indigenous entrepreneurs in the tourism industry by Ragui (2013) it was revealed that most

of the tour guides lacked requisite guiding competencies to satisfy the tourists (Togoch &

Koki, 2018). This was attributed to lack of formal training.

From the reviewed literature, several studies have identified key tour guiding

competencies that influence tourist satisfaction. In the Kenyan context, most studies on

competencies have focussed on training needs assessment. However, there is scanty

information on studies that investigated competencies important to tourist satisfaction in

the Kenyan context.

This study utilised the already identified tour guiding competencies from previous studies

by Sood & Chougle (2016); Centikaya & Oter (2016); Cetin & Yarcan (2017). These

26
competencies were investigated on tourists visiting MMNR. The study went beyond

identifying which of the competencies significantly influenced customer satisfaction but

also demonstrated how much each competency contributed to overall customer

satisfaction.

2.5 Core Service Delivery Aspects

For the tourist to buy a tour, the tour operator makes a promise in the itinerary. The tour

guide then assumes the role of delivering on this promise (Centikaya & Oter, 2015). Core

services in tour guiding refer to the fundamental services that the tour guide must deliver

consistently throughout the tour (Weiler & Walker, 2014). Several service quality

attributes have been identified by researchers as indicators for tour guiding service

delivery.

In a study on tour guide’s performance in China, Chan, Hsu & Baum, (2015) identified

several tour guiding attributes contributing to customer satisfaction. Among the many

attributes were several that were considered as core service delivery aspects of tour

guiding. They are; a good destination knowledge, fully delivering the itinerary, problem

solving skills and honesty (Kumar, 2016).

The work of the tour guide is to transmit information in an exciting and genuine manner

(Dzikit & Leonard, 2016). This is very important in ensuring that the tourist’s interest in

the tour and travel experience is maintained. According to Centikaya & Oter (2015), tour

guides provide interpretation at the visited sites, photographed places and host

communities encountered. The ability to provide this commentary in the language of

choice of the visitor is a critical part of service delivery. Besides, the tour guide must

provide commentary in an interesting and engaging manner that creates and maintains

the interest of the visitors.

27
Good knowledge of the areas visited is another critical area in service delivery for

customer satisfaction. He/she will then be able to give factual information to the visitors.

A tour guide, who is knowledgeable and interprets the destination's attractions in a

pleasant and helpful manner, has the ability to transform the tourists' visit from a good

tour to a memorable experience for the tourists (Rena, Qiu, Wang & Lin, 2016). Thus,

the outcome of a guided tour depends greatly on the tour guide’s ability to deliver the

promised service. Tour guides are also the culture interpreters and go-between for the

tourists and the local host community. Tour guides are therefore expected to deal with the

tourists and the host community in an honest and truthful manner. They should avoid

taking advantage of the community and/or their guests for their own personal benefit

(Cetin & Yarcan, 2017).

A tour guide coordinates the tour and handles any potential problems (Pathirana & Gnapala,

2015). As the leader of the group, he/she is in moderates the social interactions and

minimizes conflicts within the group. This results to the smooth running of the tour itinerary.

Tour guides are crucial crossing points between the tourists and host communities. They

therefore need to manage the interactions between the visitors in a way that minimizes

conflicts. They need to be able to predict potential conflict areas during the tour and

proactively forestall such conflicts. During the tour, various problems could arise such as

delays, sickness, rude and aggressive participants, accidents, death among many other

potential problem areas. The tour guide should be able well versed in the laid-out procedures

for handling such emergencies. Reporting channels, who to call/inform and First Aid are

some of the issues the tour guide is expected to handle competently in order to deliver

quality services (Kumar, 2016).

28
The tour guide sets the schedule and pace of the tour ensuring that the tourists arrive on

time to the various attractions and activities as per the itinerary (Cetin & Yarcan, 2017).

It is therefore important that the tour guide communicates the day’s schedule of activities

clearly to the guests. This should also include the amount of time to spend at each site to

be visited. Arrival at accommodation facilities and being in time for meals and excursions

should be well planned. The tour guide then has the responsibility of ensuring that the

group follows the plan as much as possible. He/she should be able to control the pace of

the tour to ensure a smooth trip (Weiler & Black, 2015). When activities/meals are missed

during the tour, the visitor dissatisfaction will be high.

From the literature reviewed, previous similar sides have identified and documented core

service delivery aspects of tour guiding (Weiler & Black, 2015; Dzikit & Leonard, 2016).

However, specific studies on core tour guiding service delivery aspects is scanty in the

Kenyan context. Based on the recurring themes in the previous studies that already

identified core service delivery aspects, this study investigating each aspect with a view

of assessing the influence of each aspect on tourist satisfaction. The study also goes

further to rank the aspects in order of importance.

2.6 Tour Guide’s Orientation

Tour guide’s orientation can be seen in how the tour guide prioritises the needs and interests

of tourists above his or her own while providing guided services (Cetin & Yarcan, 2017).

This entails focusing on what is valuable and satisfying to the tourists. It also means that the

guide does not seek to exploit the tourists for his/her own benefit. Customer orientation of

tour guides is reflected in their conduct. If their orientation is wrong, the tour guide will be

acting mainly motivated by self-economic interest. On the contrary if the orientation is

towards the customer, they will seek to genuinely deliver high-quality customer service to

29
tourists. In the tour guiding context, several factors affect customer orientation. Low levels

of income, human resource issues such as employment contract conditions and lack of

recognition contribute to tour guides being motivated by selfish economic interests (Weiler,

Young & Lee, 2016).

In some cases, low remuneration has turned tour guides from their main roles of

interpretation and information givers to salesmen. Zero commission and low prices

(Hughes, Wang & Shu, 2015) are some of the most prevalent unhealthy business practises.

This occurs when competition among tour operators is very intense and based on price. In

such cases, some operators sell the tours at prices less than the actual cost (Weiler and

Walker, 2014). To recover the loss, the tour operators do not pay the tour guide. Instead, a

financial burden is placed on the guide to push for tourist shopping for commissions and the

marketing and sale of optional tours (Cetin & Yarcan, 2017). The guide is then paid from these

extra sales. In such circumstances, the tour guide may not be fully customer oriented.

Instead, he/she has to take up the responsibility of trying to sell extra excursions so as to

make some money for the company as well as for themselves.

In other cases, tour guides are often paid less than the recommended minimum guide fees

and are heavily reliant on tips from the guests (Centikaya & Oter, 2016). In addition, the

income is seasonal with the tour guides being out of work for between four and eight months.

This period can extend even further whenever there are travel advisories and/or

cancellations occasioned by global issues such as pandemics, terrorism and economic

upheavals in source countries. Tour guides have to figure out how to bridge the remuneration

gap through commissions and tips. This ends up distracting them from their core duties to

salesmen pushing the guests to shopping and buying of extra excursions (Magdy, 2016;

Pathirana & Gnapala, 2015).

30
Tour guides, despite their key role in the tourism service provision chain face many

challenges. They are rarely recognised by the tourism players (Kabii, Okello & Kipruto,

2017). Many are contracted on short terms during the tourism season and could be jobless

for long periods affecting their income. Due to the large number of competing tour

operators, and the fact that many consumers are sensitive to price changes, many tour

companies are competing on the basis of price rather than service differentiation (Magdy,

2016). This concept of price minimization, a cost cutting business practice often leads to

lowering of service standards. This is not ethical business practice because the tour guide

earns from shopping commissions often leading to complaints of low-quality guiding

service as the tourists are forced to shop (Chiang & Chen, 2014).

Besides their main roles, tour guides also need to make their encounter with tourists

profitable to themselves. This is a role of tour guides that is less discussed by researchers

yet it could be a potential challenge for tour guides and tourists if they are not in agreement.

Proficient and skilful tour guides are important in offering high quality services. However,

many guides lack the requisite training (Tsegaw & Teressa, 2017; Kabii et al., 2017). These

challenges influence the orientation of the guide towards his/her own economic benefits

rather than focussing on the guests (Pathirana & Gnapala, 2015).

Tour guides also have long working hours in some cases going without enough sleep. In

addition, the guides spend considerable time away from home/normal place of residence

(Tsegaw & Teressa, 2017). This disruption of their lives especially in the high season when

they barely have an off day has the potential to cause distractions from their core activities.

Most have families but are not available when needed by these families and they will try to

solve issues as and when they arise from a distance. In such cases, the tour guide will be

dealing with fatigue and other stress related conditions and as such not be fully focussed on
31
the guests. Their orientation in such circumstances changes from giving quality services to

the guests to thinking about their faraway families and things that could be going wrong in

their long absence (Magdy, 2016).

Orientation is strongly related to the economic well-being of the tour guide. Several studies

have identified challenges facing tour guides (Hughes, Wang & Shu, 2015, Weiler, Yang &

Lee, 2016, Weiler & Walker, 2014). Other studies have looked at tour guide behaviour that

drive tourist dissatisfaction (Cetin & Yarcan, 2017; Magdy, 2016; Pathirana & Gnapala,

2015). However, there is scanty information on specific studies that assessed tour guides

orientation and related this to customer satisfaction. This study brings out the aspects of the

tour guides orientation that lead to customer dissatisfaction with tour guiding services. It

also attempts to bring out the most dissatisfying aspects of the tour guide’s orientation.

2.7 Status of Sightseeing Vehicle

Transport is a vital service in the tourism industry. This is because tourism and the leisure

experience involve travelling (Mahmoud & Hine, 2016). Tourists depend on the

destination’s transport system for mobility in order to access the attraction sites. The

tourist’s experience with transport service has the potential to influence satisfaction with the

destination. The importance of the transport system for tourism at the destination has been

acknowledged in tourism literature (Haron, Nasir & Mohammad, 2016; Deb & Ahmed

2018; Guner, 2018). For a tourist destination, the ability to travel from one point to another

with ease to the attraction sites enhances the marketability of the destination. This in turn

improves the attractiveness of the destination.

Service quality measurement has been widely studied in relation to public passenger

transport. Several factors such as the condition of the vehicle, punctuality, reliability, safety

and infrastructure have been studied (Joewono, Tarigan & Susilo, 2016). Other studies have

32
focused on key elements including; vehicle, the driver and the management (Jomnonkwao

& Ratanavaraha, 2016). For tourist’s transport, sightseeing vehicles offer an important

service in moving tourists from one place to another.

The vehicle exterior and interior are what the tourists come into direct contact with

(Ratanavaraha, 2016). There is the general tendency of the users to judge the safety of the

vehicle based on physical condition and appearance. As a general rule, the newer it appears,

the safer it is considered (Deb & Ahmed, 2018). Interior characteristics include seating

comfort and a nice clean appearance (Guner, 2018) Cleanliness is key among the interior

characteristics (Jomnonkwao & Ratanavaraha, 2016).

The driver’s personal attributes such as being polite, kind and friendly demeanour are crucial

aspects affecting of transport. These personal attributes become part of the service package

that the traveller will receive from the driver. They thus become a significant component of

how the traveller will view the entire experience at the destination. Management refers to

the entire running of the vehicle such as punctuality and adherence to traffic rules and

regulations (Sam, Hamidu & Daniels, 2018). These are also important in shaping the entire

travelling experience for the traveller. Several studies have shown that on transport; the

vehicle condition is the most important aspect followed by driver and management

respectively (Jomnonkwao & Ratanavaraha, 2016).

According to Morton, Caulfield & Anable (2016), body condition, cleanliness and safety as

well as the driver are the three main factors influencing tourist transport. Body condition

constitutes several sub factors such as the age of the vehicle, condition of the wheels, seat

comfort, air conditioning and security accessories (Jomnonkwao, Siridhara & Ratanavaraha,

2015). Previous studies in Thailand have shown that tourists are concerned with the

condition of sightseeing vehicles especially when travelling over long distances. The study
33
found out that with good safety features such as seat belts, fire extinguishers, emergency

exits and anti-roll bars, the risk of accidents or accident-related injuries decreases

(Jomnonkwao & Ratanavaraha, 2016).

Providing suitable seats, with sufficient distance between seats which are well designed are

important aspects of making the vehicle comfortable for the tourists (Georgescu, 2015).

Clean and neat driver guides in uniform also go a long way in enhancing the quality of the

transportation. The driver guide needs to be of a mature age with requisite licenses and

relevant experience in order to offer quality service to the client. Having route skills is

important as they need to take the visitors to different attractions. Smoking or non-smoking

tour guides is also an important aspect when evaluating the service quality of the tour guide

especially when dealing with smoking/non-smoking visitors (Suman, Bolia & Tiwari,

2018).

Literature reviewed indicate that there are several studies on tourist transport globally but

not much in the Kenyan context. Instructive to note that while in many destinations globally,

it is possible to detach the transport element from the tour guide, the Kenyan context is

different as the tour guide also serves as the driver. There is therefore scanty information on

how the status of the sight-seeing vehicle affects the relationship between the service quality

of the tour guiding experience and tourist satisfaction. This specific study investigated the

moderating effect of the status of the sight-seeing vehicle on customer satisfaction.

2.9 Summary of Literature and Gaps

2.9.1 Summary of Literature

The literature reviewed found that majority of research on the effect of tour guiding on

tourist satisfaction have been conducted in developed countries and other countries of Asia.

Pereira, (2016) in Portugal, Min, (2016) in China, Kuo, Chang, Cheng & Lin (2015) in

34
Taiwan and Cetinkaya and Oter (2016) are some of the studies that specifically investigated

tour guiding service quality in Europe and Asia. Chan, Hsu and Baum (2015) also conducted

a study on the impacts of service performance on tourist satisfaction in Hong Kong.

In Africa, there has been similar studies in Tanzania by (Philemon, 2015) and in Malawi

(Chilembwe & Mweiwa, 2014) that investigated tour guide roles. Phiri and Mcwabe (2013)

investigated customer expectations while Dzikit & Leonard (2016) focussed on barriers

affecting service quality. Although the tour guiding context in Kenya is similar to these

countries, the focus of their studies was quite different from the present study which focused

on service quality and customer satisfaction. Similar studies have however been conducted

in other African countries by Tsegaw and Teresa (2017) and Magdy (2016). The two studies

specifically investigated tour guiding service quality in Ethiopia and Egypt respectively.

However, the tour guides in those countries work mainly in historical sites which differ in

many ways from the Kenyan context.

In Kenya, several studies on tour guiding have been conducted. Most of the studies have

focused on levels of training (Sindiga, 1994) as well as training needs. (Kabii, Makonjio &

Kipruto, 2017). Akama & Kieti (2003) investigated Tourist Satisfaction in a safari tour but

did not relate that to tour guiding aspects. Kangogo, Musiega, & Manyasi, (2013)

investigated customer satisfaction effect on performance in the hotel industry. Recently

Togoch & Koki (2018) investigated tour guiding performance attributes in the North rift

region.

2.9.2 Literature Gaps

In the Kenyan context, none of the reviewed literature has been found to examine

specifically the relationship between tour guide service quality and customer satisfaction.

While similar studies have been done elsewhere in the world, none has been done for
35
Kenyan National Parks/Reserves. In the absence of specific research findings in this area,

tour companies (KATO) as well as regulating authorities (TRA) may not be confident

enough in regulating tour guiding practices and enhancing tour guide performance for high

quality services to their customers. To bridge this void, there is need to carry out such study

in Kenya and crucially in MMNR, one of the most famous parks in Africa and globally.

36
 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Research Design

This study adopted a cross-sectional research design. Cross-sectional design allows the

collection of both qualitative and quantitative data at a single point in time. This data on two

or more variables under study is then tested for patterns of association (Madan & Kensinger,

2017). For this study, quantitative data was collected from tourists visiting MMNR from the

month of November 2019. Qualitative data was also collected from Nairobi based tour

operators, whose tour guides took their customers (tourists) to MMNR during this period.

The design was useful to demonstrate the relationship between SQ determinants and

customer satisfaction. Accordingly, the design was very useful in saving time as it was one-

time interaction with the respondents and also helped in generalization of the findings

(Dudovskiy, 2014). The survey method was used to generalize whether SQ variables

influenced customer satisfaction. The study variables were measured by developing

statements that explained each of the four SQ determinants and the level in which each one

influenced loyalty as well as cumulative. The structure of the survey research design

allowed the researcher to conduct a pre-test to evaluate the reliability and validity of the

instruments and also the constructs under measurement.

3.2 Variables

The study had three main variables; independent, dependent and moderating variables.

3.2.1 Dependent Variable

The dependent Variable is customer satisfaction. It is inferred from a composite score of the

SERVQUAL gap analysis.

37
3.2.2 Independent Variable

The independent variable was tour guiding service quality that consisted of three sub

variables; Tour guiding competencies, Core service delivery aspects and tour guide’s

customer orientation. Each of these three sub variables consisted of several elements. The

dependent variable is customer satisfaction.

3.2.3 Moderating Variable

The moderating variable is the status of the sightseeing vehicle. The moderating variable

affected the relationship between the independent variable (tour guiding service quality) and

the dependent variable (Customer satisfaction).

3.3 Location of the Study

The study was carried out in the Masai Mara National Reserve (MMNR) in Narok County,

Kenya. MMNR covers some 1,510 km2 (Appendix v). The MMNR is world famous for

the annual wildebeest migration. Other wildlife attractions include the big 5 (Lion, Leopard,

Elephant, Rhino and buffalo) as well as cheetah, hippo, crocodiles, giraffe, zebra and various

antelope species (WB, 2014). MMNR has also previously been voted for 5 consecutive

years as the leading tourism destination in Africa and globally (WTA,2018). The National

Tourism Blue Print 2030 highlights the importance of MMNR as the leading destination in

Kenya

Many tourists from all over the world visit MMNR every year for its rich wildlife attractions.

Most of them are usually in pre-arranged tours with locally based tour operators. Inside the

MMNR, there is a network of roads for purposes of game drives in search of wildlife

sightings. Navigating around the extensive reserve and spotting wildlife is best done by the

experienced tour guides. For that reason, most of the visitors to MMNR are chauffeur driven

around. These drivers also serve as tour guides. Days are spent on game drives within the

38
expansive reserve in search of wildlife. There are many accommodation facilities in and

around the MMNR where the tourists will stay for 2-3 days usually before proceeding to

other parks (Suntikul et al., 2016).

According to the listings of Kenyan accommodation in the World Bank Report (WB, 2014),

there are a total 118 lodges and tented camps in and around the MMNR. For this study, the

proposed accommodation facilities were those located within the Main MMNR as well as

those located adjacent to the Reserve boundaries. These comprised of 39 camps and Lodges

(Appendix vi). For this specific study 7 high end exclusive camps out of the 39 were

excluded. This is because all their guests are usually on flying packages. Accommodation

facilities located within private conservancies were also not included. Therefore, data was

collected from guests in 32 facilities.

MMNR therefore has the highest tourist-tour guide interaction among all wildlife attractions

in the country. Carrying out this study in MMNR allowed the researcher to reach the most

representative sample of tourists on guided tours in the country. Service quality of tour

guiding is important to customer satisfaction.

3.4 Target Population

3.4.1 Tourists

The target population comprised of guided tourists visiting Masai Mara National Reserve.

According to the Narok County visitor data, Masai Mara received 291,164 tourists in 2018.

In November 2018, 9,031tourists visited the reserve (Table 3.1)

39
Table 3.1: Summarized MMNR visitor data for November 2018

NUMBER OF VISITORS
Week 1 2308
Week 2 2267
Week 3 1987
Week 4 1907
Week 5 562
Total 9031

Source: GOK, 2019

3.4.2 Tour Operators

This study targeted licensed tour operators who are also members of an association. There
are 710 tour operators who are members of the Kenya Association of Tour Operators
(KATO) according to the member list downloaded from the KATO website.

3.5 Sampling Techniques and Sample Size

3.5.1 Sampling Techniques

For tourist respondents, two sampling techniques were used. Purposive sampling was used

to select accommodation facilities within the main MMNR and right outside the boundaries.

Purposeful sampling was chosen because it made it possible to reach the individuals well

informed on the variable under study (Madan & Kensinger, 2017). From these selected

facilities, respondents from the target population were selected using simple random

sampling. Random sampling technique was used as it made it possible for each member of

the target population to have an equal chance of being represented in the sample (Fowler,

2018). For tour operators, interviewees were chosen randomly from the list of Kenya

Association of Tour Operators (KATO) members.

40
3.5.2 Sample Size

Using visitor data from a similar month (November) in the previous year, the Slovin’s

formula was used to work out the sample size. Using the Slovin’s (1960) formula 𝑛 =

𝑁
, (where “n” is the desired sample size, “N” is the population size, and “e” is the
1+𝑁(𝑒)2

margin of error [0.05]). The formula was used to determine the sample size of tourists who
9031
were enrolled in the study. Using the Slovin’s formula 𝑛 = 1+9031(0.05)2 n = 384 tourists

With the sample of 384 tourists and since there were 32 facilities to sample from, the

sample of 384 was divided between the 32 facilities for 12 respondents per facility (Table

3.2).

Table 3.2: Sample Size

Number of Sampling Units Respondents Percentage (%)

Lodges/Camps 32
Sample size (32X12) 384 100%

For the interviewees, 10 tour operators were randomly selected from the list of 710 KATO
member tour operators.

3.6 Research Instruments

Research instruments are tools that are developed by the researcher to help in collecting the

necessary information regarding the study.

3.6.1 Questionnaire

This study used semi-structured questionnaires to collect quantitative data from the tourists.

According to Mugenda and Mugenda (2012), semi-structured questionnaires are cost

effective means of collecting data. Semi-structured questionnaires have also been found to

41
be easier to administer. They also enable collection of data in a structured and manageable

form that makes analysing of data quick (Kruschke, 2015).

The questionnaires were used to provide information on the tour guide’s service quality and

customer satisfaction. This questionnaire (Appendix 1) had two sections: section A had

mainly close ended questions and dealt with demographic characteristics of the respondents

and B, C, D and E collected information on the service quality aspects of tour guiding. The

questions on SQ construct were based on the four selected determinants of tour guiding

competencies, Core service delivery aspects of tour guiding, tour guides’ customer

orientation and status of sightseeing vehicles. Each determinant had a number of statements

that were used to measure SQ. They were tested on a close ended 5-point Likert scale where

one was strongly disagree whereas five was strongly agree. The scale made it easier for

filling in and for quantitative data analysis (Fowler, 2018). Accompanying all the

questionnaires was a cover letter which explained the purpose, objectives and ethical

considerations of the survey to the respondents (Appendix I).

3.6.2 Interview schedule

An interview schedule (Appendix iii) was developed along the main objectives of the study

with an aim of gaining further insight on the issues addressed by the questionnaire.

Specifically, the interview schedule sought to bring out the viewpoint of the tour operators.

The interview schedule was therefore used to collect qualitative data.

3.6.3 Secondary sources of information

Secondary data was collected from articles, books, academic journals, newspaper articles,

internet sources and other relevant documents related to tour guiding.

42
3.7 Pre-Testing

To assess the suitability of the instrument to the study, a pre-test of the research instruments

was conducted. It was important to pre-test research instruments with respondents who

have shared characteristics as the respondents but that are not considered in the sample as

noted by Charlotte, (2015). Therefore, a camp at the edge of Olare Orok conservancy, and

for whom tourists staying there go into the main MMNR for game drives was used. This

is because it is a camp sharing similar characteristics with the sample but was not in the

sample because it is located within a conservancy adjacent to MMNR.

Madan & Kensinger (2017) affirms that for pre-testing questionnaires to yield reliable data,

1% to 10% of the sample size is adequate. Based on Madan and Kensinger (2017)

affirmation, a 5% of 384 (20) questionnaires was administered to guided tourists in

convenient places at the camp. Pre-testing was a vital step in the development of the

questionnaire because it helped to bring out areas of improvement in wording, structure

and format (Charlotte, 2015). The questionnaire was cleaned and improved accordingly

after pre-testing (Appendix viii).

3.7.1 Validity

Fowler, (2018) defines validity as the extent to which research results obtained from data

analysis measures the reality of the phenomenon under study. It reflects on whether an

instrument really measures what it is meant to. Content validity was utilized to ensure the

research instrument’s items represented the subject matter of the research area. Content

validity was ensured by seeking expert opinion from research supervisors and three other

professionals in the field of research.

Three professionals drawn from three organisations; the Tourism Regulatory Authority

(TRA), Tourism research Institute (TRI) and Kenya Association of Tour operators (KATO)
43
were given the questionnaire. They were to assess the questionnaire and advice whether it

was appropriate for the industry and collection of required data. They gave their views and

the questionnaire was cleaned in line with their expert recommendations.

3.7.2 Reliability

Reliability measures repeatability, precision, trustworthiness and consistency of research

(Chakrabartty, 2013). Therefore, reliability determines how much the instrument is error-

free, ensuring that the measurement across the various elements is consistent in the research

instrument. Reliability is measured using a coefficient. If the coefficients yield figures above

0.7, they are considered acceptable. According Madan & Kensinger (2017), coefficients

above 0.8 are considered as very good.

The reliability of the tourist questionnaires was determined by conducting a pre-testing

exercise before the actual or main study. After collecting data from the 20 tourists, the data

was coded and entered into SPSS. Reliability test was done using Cronbach Alpha which

was command driven. Some variables that yielded low coefficients were deleted from the

questionnaire. The amended Research instrument yielded a reliability coefficient of 0.751

hence was considered acceptable (Table 3.3).

Table 3.3: Reliability Statistics

Cronbach's Alpha Cronbach's Alpha Based on Number of Items

Standardized Items
0.751 0.715 49

3.8 Data Collection Techniques

The research approval letters were obtained from Kenyatta University Post-Graduate Board

and National Commission for Science, Technology and Innovation (NACOSTI)

(Appendices VIII & IX). The introduction letter from Kenyatta University graduate school

44
was issued on 25th September 2019. This letter was used in applying for a research permit

from National Commission for Science, Technology and Innovation (NACOSTI). The

permit was obtained on 10th October 2019. Then data collection for pre-test began. Data for

the study was collected after ascertaining the validity and reliability of the research

instruments. The researcher sought permission from the respective managers of the

accommodation facilities during the month of October 2019.

During the same month of October, two research assistants were recruited and trained. Both

were tourism students and also from around Masai Mara. Both the assistants were taken

through the objectives of the study as well as the data collection instruments. The researcher

introduced them to the lodge and camp managers. One to cover camps and lodges between

Sekenani gate and Ololaimutiak and the other to cover facilities around Talek gate. The

research assistants were to work with the frontline staff at the accommodation facilities.

Pretesting was also done in the same month and the research instruments cleaned

accordingly.

The process of administering self-completion questionnaires to guests in lodges and tented

camps kicked off at the beginning of November. With the authority of the Camp/lodge

managers, the questionnaires were administered to the guests by front office employees at

the reception and lobby areas. The tourists were given an oral briefing on the purpose of the

study and thereafter issued with questionnaires. They were requested to complete them and

return them before checking out of the hotel/camp or as soon as they were through. The

questionnaires were administered mainly when the guests would be relaxing at the lobby

after lunch, waiting to go for the evening game drive and also after dinner as the guests

relaxed at the lobby/bar area. This enabled the guest to be sampled randomly to ensure each

45
guest and an equal chance of being represented in the sample. A total of 384 questionnaires

were administered.

The process ran for the entire month of November. The frontline employees would collect

back the completed questionnaires from the guests. As most of the guests stayed for 2-3

nights, with new guests checking in, it was possible for the employees to track their stay and

collect the questionnaires. Within the same month, an interview schedule was subjected to

tour operators with a view of gaining further insight into the variables under consideration.

This was done by the researcher so as to guide the interviewees accordingly and therefore

obtain relevant responses.

3.9 Data Analysis

After collecting the questionnaires, the data was coded then entered and subsequently

analysed using a statistical software program (SPSS). To analyse the tourist’s demographic

characteristics such as age and region of origin, frequencies were used. Descriptive analysis

was used to analyse the questions with a Likert scale. Descriptive analysis was preferred

based on the recommendation by Madan & Kensinger (2017) who posits that the descriptive

analysis is ideal for Likert scale data. This is because such data requires a unique data

analysis method.

To measure customer satisfaction (the dependent variable), the elements of the study

variables that were considered as contributing to customer satisfaction were put in a Likert

scale as statements. The tourists were asked to rate how much they agreed or disagreed with

the statements on a scale of 1 to 5. The scale that was used ranged from 1- Strongly disagree

to 5- Strongly agree. In this case, a value of “5” was considered the highest while “1” was

the lowest. More particularly, the Likert scale was comprised of the elements measuring the

46
perception of the tourists on “tour guiding competencies”; core service delivery aspects”;

“tour guides’ customer orientation”; and status of sightseeing vehicles.

Further analysis was conducted to assess the relationship between guiding service quality

and tourist satisfaction. The regression fitness model was analysed and interpreted based on

ANOVA, adjusted R squared and regression coefficients results. R values were used to

determine simple correlation and adjusted R squared used to determine how much of the

total variation in the dependent variable could be explained by the independent variable.

ANOVA was used in reporting how well the regression model fitted the data (whether it is

a good fit for data) and the coefficients used to generate the regression equation and test the

hypothesis. The corresponding model is set as:

𝑦 = 𝛽0 + 𝛽1 𝑥1 + 𝛽2 𝑥2 + ⋯ ⋯ ⋯ + 𝛽𝑛 𝑥𝑛 + 𝑒

Where

y = Dependent variable (Tourist satisfaction with guiding services)

𝛽𝑖 = coefficients to be estimated

xi =independent variables

Where

X1- Tour guiding competencies

X2 – Core service delivery aspects

X3 – Tour Guide’s orientation

The moderated multi linear regression model was used to test the effect of the moderating

variable (status of sightseeing vehicle) on the relationship between the independent

variables (tour guiding competencies”; core service delivery aspects”; “tour guides’

customer orientation”) and the dependent variable (customer satisfaction).

Y= a+ β1X1+ β2X2+β3iX3i + e
47
Where;

Y =Customer satisfaction

a =the Constant or intercept

β1 =the Slope (Beta coefficient) competencies centred

X1= competencies centred

β2 =the Slope (Beta coefficient) status vehicle centred

X2= Status vehicle centred

Β3i =the Slope (Beta coefficient) competencies status centred (X1 * X2 )

X3i = competencies status vehicle centred (X1 * X2 )

e= Error term

The interview schedule was used to collect quantitative data from tour operators. Interviews

were recorded during the interview and Tran scripted. Content analysis was used to analyse

the qualitative data gathered from the interviewees. A table (Appendix IV) was used to

present the findings based on words/concepts and themes present from the respondents.

Table 3.4: Data Analysis Methods per objective

Objectives Data Analysis Methods

1 Descriptive statistics and the regression fitness model
2 Descriptive statistics and the regression fitness model
3 Descriptive statistics and the regression fitness model
4 Moderated Multi Linear Regression and Descriptive Statistics

3.10 Logistical and Ethical Considerations

3.10.1 Logistical considerations

Before data collection, consent was obtained from respective managers of the

accommodation facilities through calls and visits to the camps/lodges. The respondents were

48
through an oral briefing, informed about the objectives and purpose of the study. In addition,

the respondents were also assured that their responses would be treated with confidentiality

and used only for academic purposes.

3.10.2 Ethical considerations

Every effort was made to ensure that chances of misleading studies was minimal. By

regularly consulting the supervisor, the researcher was able to address any challenges during

data collection. The respondents were also not required or expected to indicate their names.

This was meant to ensure that their anonymity was fully respected. Collected data was

handled with utmost confidentiality.

49
 CHAPTER FOUR

4.0 FINDINGS

4.1 Introduction

This chapter is a presentation of the statistical analysis of data. The first part presents the

descriptive statistics of the demographic information of the respondents. The second part is

a description of the results based on the objectives of the study. The specific objectives of

the study were: to examine tour guiding competencies and their influence on customer

satisfaction in; to assess the impact of core service delivery aspects on customer satisfaction;

to determine the extent that tour guides’ customer orientation has on customer satisfaction;

and to determine the moderating effect of the status of the sightseeing vehicle on customer

satisfaction. These objectives were formulated into four research hypotheses. This chapter

presents an analysis of the four objectives and the testing of the hypothesis resulting in either

accepting or rejecting the hypotheses that formed the foundation of this study.

4.2 Response Rate

For quantitative data collection exercise purposes, all the 384 questionnaires were given out

for completion at the lodges and camps to the tourist respondents. The completed

questionnaires were collected when the guests were through with the exercise. However,

some of the tourists who had been issued with questionnaires did not hand them in as

requested. 311 completed questionnaires were collected and later analysed. This represented

a response rate of 80.99%. The response rate achieved by the study (80.99%) was considered

as good. According to Fowler (2018), for questionnaire administered in person, a survey

response rate of 80-85% is considered good and therefore the findings from the study may

be generalized to the population from which the sample was drawn. For qualitative data

collection, all 10 identified interviewees were interviewed (100% response rate)

50
4.3 Demographic Information of Respondents.

This section shows the analysis of the demographic and general information of the

respondents of this study.

4.3.1 Gender

The respondents were asked what their gender was. This was meant to check whether the

gender ratios were representative of the target population based on previous research in

nature-based tourism. The results are as shown in Figure 4.1.

46% Male
54% Female

Figure 4.1: Gender of respondents

The findings in Table 4.1 indicate that there was a fairly even split in gender with 54.0% of

the respondents being male while 46.0% were females. This result implies that slightly more

males visited MMNR. Similar previous studies of nature based tourists indicate a similar

pattern (Suntikul et al, 2016;Togoch & Koki, 2018). The possible explanation is that men

are more adventurers than females.

4.3.2 Age of Respondents

The respondents were given three age brackets from which they would indicate their age.

Age distribution was to be compared with results from similar studies and as such compare

overall findings. The results are in Figure 4.2.

51
 over 50 years 9.60%

36-50 years 39.90%

18-35 years 50.50%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

Figure 4.2: Age of respondents

The results indicate that the majority of the tourists were aged between 18-50 years,

constituting up to 90.4% of the respondents. Persons older than 50 years constituted only

9.6% of the respondents. The possible explanation for this result is the fact that travelling

on holiday by road requires some level of fitness due to the condition of the roads as well

as money to spend. These results corroborate the findings of a great deal of the previous

work in this field by Suntikul, et al, (2016) and Chilembe & Mweiwa (2016).

4.3.3 Region of Origin of Respondents

The respondents were asked to indicate the continent from which they were from. Since the

visitor data for MMNR was available, the aim was to check whether the sample reflected

the general trend in the visitor data and as such was representative of the target population.

The results are as shown in Figure 4.3.

Europe 55.30%

Asia 4.80%

Africa 9.60%

America 30.20%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

Figure 4.3: Region of Origin of respondents

52
The results indicate that of the tourists visiting the MMNR, 55.3% were European, 30.2%

Americans and 9.6%. Africans. Asians recorded 4.8% of the respondents. These findings

are consistent with previous visitor data for MMNR (Appendix v) that indicates that Non-

residents constitute the highest number of visitors to Masai Mara throughout the year. As

noted by Suntinkul, W. et al. (2016), since the colonial era, most of the tourists visiting

Kenya have traditionally been from Europe and America. However, today, tourist origins

have become more diverse expanding to Asia, Africa and the Middle East. Asians especially

the Chinese however visit mainly during the high tourism season of July- October (Suntikul,

et al., 2016).

4.3.4 Source of Information about MMNR

The respondents were asked to indicate how they learnt about MMNR. The aim was to gain

extra information not directly related to the study but that could be of benefit to tour

operators. The results are as shown in Figure 4.4.

34.40%
30.20%

14.80%
10.30% 10.30%

Word of Internet TV and Brochures Any other

mouth Radio
adverts

Figure 4.4: Source of information about MMNR

The results indicate that most of the respondents’ first encountered information regarding

the MMNR from friends (34.4%) and from the internet (30.2%). These findings are

consistent with previous studies that indicate the importance of word of mouth from friends

and family as an important source of information for potential tourists (Bimonte & Puzo,

53
2016; Chang, Chou, Wu, 2017). The use of the internet to search for tourist information has

increased as well as the use of social media and travel blogs (Hughes, Wang, & Shu 2015).

Online sales and information from social networks is another major source of tourist

information (Du Plessis, 2015).

4.3.5 Purpose of Visit

The respondents were asked about their purpose of visit to establish the main reason why

they choose MMNR from among other destinations. The results are as shown in Figure 4.5.

Any other (Relaxation/leisure 20.0%

Birdwatching 15.10%

Photography 4.80%

Widlife viewing 60.10%

0.00%10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%

Figure 4.5: Purpose of visit

The findings indicate that the majority of the respondents (60.1%) were visiting MMNR for

wildlife viewing opportunities. Relaxation and leisure accounted for 20.0% while a

significant 15.1% came for bird watching. The possible explanation for this result is that

Kenya’s tourism is mainly wildlife based (Suntikul, et al., 2016) and MMNR offers the best

viewing opportunities. Wild animals especially the big game holds a particular fascination

with tourists. In Kenya particularly, the presence of the Big Five is a major attraction to the

tourists with the annual wildebeest migration in the MMNR being a major event that draws

tourists from all over the world to witness the unique spectacle (Bandari, 2018).

54
4.4 Tour Guiding Competencies and their Influence on Customer Satisfaction

The first objective sought to examine tour guiding competencies and their influence on

customer satisfaction in Narok County. The respondents were asked to indicate the tour

guiding competencies that they considered important to their satisfaction and rate them

based on importance. Table 4.1 present the results.

Table 4.1: Guiding competencies and their influence on customer satisfaction

Count Mean Std. Deviation

Statistic Statistic Std. Error Statistic
Strong communication skills 311 3.43 .060 1.050
Improvisational skills 311 4.20 .055 .974
Enthusiasm 311 4.16 .054 .959
Punctuality 311 4.51 .052 .912
Keen sense of direction 311 4.40 .041 .729

All variables produced high mean scores and low standard deviations. Which means that

majority (84.9%) agreed that strong communication skills, improvisational skills,

enthusiasm, punctuality and keen sense of direction have an effect on customer satisfaction

with tour guide services at MMNR.

4.4.1 Hypothesis Testing H01

Hypothesis testing: H1: Tour guiding competencies have no significant influence on

customer satisfaction in Narok County. Linear regression analysis was used to test the null

hypothesis. The model summary, ANOVA and coefficients were analysed as shown in the

respective Tables 4.2, 4.3 and 4.4. Table 4.2 indicates the degree of correlation between the

variables.

55
Table 4.2: Model Summary of tour guiding competencies
Mod R R Adjusted Std. Error Change Statistics
el Square R Square of the R Square F df1 df2 Sig. F
Estimate Change Change Chang
e
a
1 .805 .764 .750 15.96639 .764 11.933 5 305 .000
a. Predictors: (Constant), Keen sense of direction, Enthusiasm, Strong communication
skills, Improvisational skills, Punctuality

Table 4.2 provides the R and R2 values. The R represents the simple correlation which in

this case is 0.805 (the “R” column) which indicates a high degree of correlation between

tour guiding competencies and customer satisfaction. The R2 value normally indicates how

much of the total variation in the dependent variable (customer satisfaction) can be

explained by the independent variable (tour guiding competencies). In this case, 76.4% can

be explained. Table 4.3 indicates the statistical significance of the regression model applied.

Table 4.3: Tour Guiding Competencies ANOVA

Model Sum of Squares df Mean Square F Sig.

Regression 15210.677 5 3042.135 11.933 .000b
1 Residual 77752.358 305 254.926
Total 92963.035 310
a. Dependent Variable: customer satisfaction
b. Predictors: (Constant), Keen sense of direction, Enthusiasm, Strong communication
skills, Improvisational skills, Punctuality

The ANOVA table normally reports how well the regression equation fits the data (i.e.

predicts the dependent variable). This is determined by looking at the “regression” row,

“sig” column. From this row, it shows that “sig” =0.001 which is less than 0.05, this

indicates the statistical significance of the regression model applied (Table 4.3). It implies

that the regression model statistically significantly predicts the outcome variable ([Link] is a

good fit for the data).

56
Table 4.4 provides the regression equation. Ideally, the coefficients table provides necessary

information to predict whether tour guiding competencies statistically contribute to the

model.

Table 4.4: Coefficients for tour guiding competencies

Model Unstandardized Standardized T Sig. 95.0%

Coefficients Coefficients Confidence
Interval for B
B Std. Beta Lower Upper
Error Bound Bound
(Constant) 70.141 6.694 10.479 .000 56.969 83.313
Strong
communication .748 1.788 .619 1.095 .024 5.476 10.560
skills
Improvisational
1 .616 1.572 .035 .392 .015 -2.477 3.709
skills
Enthusiasm 9.704 1.702 .538 5.701 .000 -6.354 13.053
Punctuality 11.295 2.974 .595 3.798 .000 17.148 35.443
Keen sense of
7.862 2.656 .331 2.961 .003 2.637 13.088
direction
a. Dependent Variable: customer satisfaction

From the Table 4.4, the regression equation can be presented as; Customer satisfaction

=70.141+ 0.748 (strong communication skills) +0.616 (improvisational skills) +9.704

(enthusiasm) +11.295 (punctuality)+7.862(keen sense of direction). This regression

equation shows that for every additional element of tour guiding especially punctuality, keen

sense of direction and enthusiasm, customer satisfaction will be expected to increase as per

the values indicated in the “B” column. Further, the variables having produced low P value

(0.003=P=0.000) implies that this finding can be generalized to the population from which

the sample was drawn. The findings from the regression analysis imply that tour guiding

57
competencies have a statistically significant influence on customer satisfaction. Therefore,

the null hypothesis was rejected and the alternative accepted.

4.4.2 Qualitative results for competencies

The quantitative results (Appendix IV) differed with the qualitative results to a great extent.

In ranking the competencies, tour operators considered knowledge of culture and

communication skills were ranked as the most important competency (three interviewees

each). Foreign language and academic qualification were both ranked highest by two

interviewees each. This contrasts sharply with the competencies ranked highest by the

tourist respondents. Tourists considered punctuality, enthusiasm and keen sense of direction

as more important competencies influencing customer satisfaction

4.5 Impact of Core Service Delivery Aspects on Customer Satisfaction

The second objective sought to assess the impact of core service delivery aspects on

customer satisfaction in Narok County. The respondents were asked to indicate the core

service delivery aspects of tour guiding that they considered important to their satisfaction

and rate them based on importance. Table 4.5 shows the results.

Table 4.5: Core service delivery aspects

Count Mean Std. Deviation
Statistic Statistic Std. Error Statistic
Delivery of promised service 311 4.65 .027 .477
Knowledge of the destination 311 4.50 .028 .501
Ability to solve problems 311 4.55 .028 .498
Honesty and trustworthiness 311 4.60 .028 .491

All variables produced high mean scores and low standard deviations (Table 4.5). This

means that majority (100%) agreed that delivery of the service promised in the itinerary,

58
knowledge of the destination, ability to solve problems and honesty and trustworthiness

have an influence on customer satisfaction with tour guiding services

4.5.1 Hypothesis Testing - H02

Hypothesis testing: H2: Core service delivery aspects have no impact on customer

satisfaction in Masai Mara National Reserve in Narok County. Linear regression analysis

was used to test the null hypothesis. The model summary, ANOVA and coefficients were

analysed as shown in the respective tables. Table 4.6 presents model summary on the degree

of correlation between the variables.

Table 4.6: Model summary of core service delivery aspects

Mode R R Adjusted Std. Error Change Statistics

l Square R Square of the R F df1 df2 Sig. F
Estimate Square Change Change
Change
a
1 .696 .484 .478 12.51726 .484 71.831 4 306 .000
a. Predictors: (Constant), Delivery of promised service, knowledge of destination,
ability to solve problems, Honesty and trustworthiness

The table 4.7 provides the R and R2 values. The R represents the simple correlation which

in this case is 0.696 (the “R” column) which indicates a high degree of correlation between

core service delivery aspects and customer satisfaction. The R2 value normally indicates

how much of the total variation in the dependent variable (customer satisfaction) can be

explained by the independent variable (core service delivery aspects). In this case, 48.4%

can be explained. The ANOVA Table 4.7 indicates the statistical significance of the

regression model applied.

59
Table 4.7: ANOVA of Core service delivery aspects
Model Sum of df Mean Square F Sig.
Squares
Regression 45018.397 4 11254.599 71.831 .000b
1 Residual 47944.638 306 156.682
Total 92963.035 310
a. Dependent Variable: customer satisfaction
b. Predictors: (Constant), Delivery of promised service, knowledge of destination,
ability to solve problems, Honesty and trustworthiness

The ANOVA table (Table 4.7) normally reports how well the regression equation fits the

data (i.e. predicts the dependent variable). This is determined by looking at the “regression”

row, “sig” column. From this row, it shows that “sig” =0.001 which is less than 0.05, this

indicates the statistical significance of the regression model applied. It implies that the

regression model statistically significantly predicts the outcome variable ([Link] is a good fit

for the data).

Table 4.8 provides the regression equation coefficient. Ideally, the coefficients table

provides necessary information to predict whether tour guiding competencies statistically

contribute to the model (by looking at the “sig” column).

Table 4.8: Coefficients for core service delivery aspects

Model Unstandardized Standardized t Sig. 95.0% Confidence

Coefficients Coefficients Interval for B
B Std. Beta Lower Upper
Error Bound Bound
(Constant) 53.929 7.756 6.953 .000 38.667 69.190
Delivery 7.161 2.565 .748 6.588 .000 2.209 12.113
Knowledge 4.719 2.454 .715 4.072 .000 9.890 19.549
1
Problem
1.881 4.261 .630 5.135 .000 3.497 9.265
solving
Honesty .881 4.261 .309 .554 .011 9.265 12.497
a. Dependent Variable: customer satisfaction

60
Regression Equation: Customer satisfaction=53.929+7.161(Delivery of promised service)

+4.719 (Knowledge of destination) +1.881(Ability to solve problems) + 0.881(Honesty and

trustworthiness). This regression equation shows that for every additional element of core

service delivery aspect especially delivery of promised service and knowledge of

destination, customer satisfaction will be expected to increase as per the values indicated in

the “B” column. Further, the variables having produced low P value (0.003=P=0.000)

implies that this finding can be generalized to the population from which the sample was

drawn. The findings from the regression analysis imply that core service delivery aspects

have a statistically significant influence on customer satisfaction. Therefore, the null

hypothesis was rejected and the alternative accepted.

4.5.2 Qualitative Results for Core Service delivery

Qualitative results (Appendix IV) indicate that tour operators considered honesty and

trustworthiness as the most important core service delivery aspet of tour guidng (eight

interviwees). Next was problem solving skills that were ranked highest by 2 interviwees.

These quantitative results contrasted with the qualitative results. Quantitative statistics

revealed that delivery of the tour as per the itinerary was the most important element

followed by problem solving skills. Honesty and trustworthiness was the least significant

element.

4.6 Objective 3: Extent of Tour Guides’ Orientation has on Customer Satisfaction in

Narok County

The respondents were asked to indicate the tour guide’s orientation that they considered as

having a negative influence their satisfaction and rate them based on level of dissatisfaction.

Table 4.9 shows the results from the descriptive analysis of the tour guide’s orientation

elements on customer satisfaction.

61
Table 4.9: Descriptive statistics for Tour Guides' customer orientation

Count Mean Std. Deviation

Statistic Statistic Std. Statistic
Error
Pressure to buy extra excursions
311 4.50 .069 .710
e.g. Masai village
changing itinerary without
311 3.94 .058 1.017
consulting the guests
Imposing personal views 311 1.88 .056 .989
Soliciting for a tip 311 4.73 .068 .950

From the findings (Table 4.9), it can be deduced that the variables “pressure to buy extra

excursions” (M=4.50, SD=0.069), “soliciting for a tip” (M=4.73, SD=0.068) and “changing

itinerary without consulting the guests” (M=3.94, SD=0.058) produced high mean scores

and low standard deviations. Which means that majority agreed that pressure to buy extra

excursions, changing itinerary without consulting the guests and soliciting for a tip have an

influence on customer satisfaction with tour guiding services in MMNR. The variable

“imposing personal views” (M=1.88, SD=0.056) produced a low mean score and a low

standard deviation. This means that a majority agreed that imposing personal views has no

influence on customer satisfaction with tour guiding services in MMNR.

4.6.1 Hypothesis Testing - H03

Hypothesis testing: H3: The tour guides’ customer orientation has no influence on customer

satisfaction in Masai Mara National Reserve in Narok County. Linear regression analysis

was used to test the null hypothesis. The model summary, ANOVA and coefficients were

analysed as shown in the respective Tables 4.10, 4.11 and 4.12. Table 4.10 presents linear

regression model summary analysis that indicates the degree of correlation between the

variables.

62
Table 4.10: Model summary for tour guides' orientation

Model R R Adjusted Std. Error Change Statistics

Square R Square of the R Square F df1 df2 Sig. F
Estimate Change Change Change
1 .616a .380 .371 13.72982 .380 46.788 4 306 .000
a. Predictors: (Constant), Soliciting for a tip, Pressure to buy extra excursions e.g., Masai
village, Imposing personal views, changing itinerary without consulting the guests

Table 4.10 provides the R and R2 values. The R represents the simple correlation which in

this case is 0.616 (the “R” column) which indicates a high degree of correlation between

core service delivery aspects and customer satisfaction. The R2 value normally indicates

how much of the total variation in the dependent variable (customer satisfaction) can be

explained by the independent variable (tour guide customer orientation). In this case, 38.0%

can be explained.

Table 4.11 presents ANOVA analysis on statistical significance of the regression model

applied.

Table 4.11: ANOVA for tour guides' orientation

Model Sum of Squares df Mean Square F Sig.

Regression 35279.577 4 8819.894 46.788 .000b

1 Residual 57683.459 306 188.508
Total 92963.035 310
a. Dependent Variable: customer satisfaction
b. Predictors: (Constant), Soliciting for a tip, Pressure to buy extra excursions e.g., Masai
village, imposing personal views, changing itinerary without consulting the guests

The ANOVA table normally reports how well the regression equation fits the data (i.e.,

predicts the dependent variable). This is determined by looking at the “regression” row,

“sig” column. From this row, it shows that “sig” =0.001 which is less than 0.05, this
63
indicates the statistical significance of the regression model applied. It implies that the

regression model statistically significantly predicts the outcome variable ([Link] is a good fit

for the data).

Table 4.12 presents regression equation coefficients. Ideally, the coefficients table provides

necessary information to predict whether tour guiding competencies statistically contribute

to the model (by looking at the “sig” column).

Table 4.12: Coefficients for tour guides' orientation

Model Unstandardized Standardized t Sig. 95.0% Confidence

Coefficients Coefficients Interval for B
B Std. Beta Lower Upper
Error Bound Bound
(Constant) 77.119 2.237 34.482 .000 72.718 81.520
Pressure to buy
extra 2.919 .926 .504 3.152 .002 -4.741 1.097
excursions
Changing
1 3.204 1.532 .183 2.092 .037 0.190 6.218
itinerary
Imposing
-.412 1.702 -.024 -.242 .809 -3.762 2.937
Personal views
Soliciting for
7.598 .935 .530 8.124 .000 5.758 9.439
tips
a. Dependent Variable: customer satisfaction
b. Predictors: (Constant), Soliciting for a tip, Pressure to buy extra excursions e.g. Masai
village, imposing personal views, changing itinerary without consulting the guests

Regression Equation: Customer satisfaction=77.119+2.919(Pressure to buy extra

excursions) +3.204(changing itinerary without consulting guests) +7.598 (Soliciting for a

tip)- 0.412 (Imposing personal views). This regression equation shows that for every

additional element of tour guide orientation (apart from the “imposing personal views”

variable)) customer satisfaction will be expected to decrease as per the values indicated in

the “B” column. Further, the variables having produced low P value (0.003=P=0.000)
64
implies that this finding can be generalized to the population from which the sample was

drawn. The findings from the regression analysis imply that the tour guides’ orientation has

a statistically significant influence on customer satisfaction. Therefore, the null hypothesis

was rejected and the alternative accepted.

4.6.2 Quantitative Results for tour guide’s orientation

Out of the 10 tour operators interviewed (Appendix IV), four had no written policy on

tipping, three mentioned to the tourists orally during briefing while three had a written

guideline that was shared with the guests. On sale of extra excursions, five had no such

policy guideline, three had a written one and the other two did not allow tour guides to

arrange extra excursions with the tourists.

The quantitative results were to a large extent in agreement with the qualitative findings.

However, it is clear that only a few companies have put in place clear measures to handle

aspects of the tour guide’s orientation that are the cause of dissatisfaction to the tourists.

4.7 Objective 4: Moderating Effect of the Status of the Sightseeing Vehicle on

Customer Satisfaction in Narok County

The respondents were asked to indicate the elements of the status of the sightseeing vehicle

that they considered important to their satisfaction and rate them based on importance. Table

4.13 shows the results from the descriptive analysis of the effects of the status of the

sightseeing vehicle elements on customer satisfaction.

65
Table 4.13: Descriptive statistics for effect of status of sightseeing vehicle

Count Mean Std.

Deviation
Statistic Statistic Std. Statistic
Error
Working air conditioning 311 3.38 .089 1.575
Driver uniformed and clean 311 4.04 .067 1.173
Mature careful driver 311 4.56 .028 .498
Quality seat belts 311 3.94 .066 1.169
Regular cleaning 311 3.94 .049 .872
Emergency/exit doors 311 4.13 .055 .968

From the findings (Table 4.13), it can be deduced that all variables produced high mean

scores and low standard deviations apart from working air conditioning which produced a

lower mean score and high standard deviation (M= 3.38 SD= 1.575). This means that a

majority a uniformed and mature careful driver, quality seat belts, regular cleaning and

emergency exits are important variables of the status of the sightseeing vehicle that have an

influence on customer satisfaction with tour guiding services in MMNR.

4.7.1 Hypothesis Testing - H04

Hypothesis testing: H4: Status of the sightseeing vehicle has no moderating effect on the

relationship between tour guiding service quality and customer satisfaction in Narok

County. Moderated multiple regression analysis was used to test the null hypothesis. The

model summary, ANOVA and coefficients were analysed as shown in the respective Tables

4.15, 4.16 and 4.17. Table 4.15 presents moderated multiple regression analysis model

summaries.

66
Table 4.14: Model summary of the effect of the status of sightseeing vehicle on the

relationship between service quality and customer satisfaction

Model R R Adjusted Std. Error Change Statistics

Square R of the R Square F df1 df2 Sig. F
Square Estimate Change Change Change
1 .644a .414 .409 13.31810 .414 72.371 3 307 .000
a. Predictors: (Constant), comp status centred, status centred, competencies centred

The model summary table 4.14 indicates that the R value was 0.644 which denotes a medium

correlation between the independent variable (tour guiding service quality), the moderating

variable (status of sightseeing vehicle) and the dependent variable (customer satisfaction).

Table 4.15 presents ANOVA analysis on statistical significance of the regression model

applied.

Table 4.15: ANOVA of the effect of the sightseeing vehicle

Model Sum of Squares df Mean Square F Sig.

Regression 38509.904 3 12836.635 72.371 .000b
1 Residual 54453.131 307 177.372
Total 92963.035 310
a. Dependent Variable: customer satisfaction
b. Predictors: (Constant), comp status centred, status centred, competencies centred

The ANOVA table normally reports how well the regression equation fits the data (i.e.

predicts the dependent variable). This is determined by looking at the “regression” row,

“sig” column. From this row, it shows that “sig” =0.001 which is less than 0.05, this

indicates the statistical significance of the regression model applied. It implies that the

regression model statistically significantly predicts the outcome variable ([Link] is a good fit

67
for the data). The ANOVA Table 4.15 yielded a probability significant value of 0.000 which

denotes that the model applied was a good fit for the data.

Table 4.16 presents regression equation coefficients. Ideally, the coefficients table provides

necessary information to predict whether tour guiding competencies statistically contribute

to the model (by looking at the “sig” column).

Table 4.16: Coefficients of the effect of the status of the sightseeing vehicle

Model Unstandardized Standardized t Sig. 95.0%

Coefficients Coefficients Confidence
Interval for B
B Std. Beta Lower Upper
Error Bound Bound
(Constant) 88.088 .840 104.834 .000 86.434 89.741
Competencies
-.209 .252 -.046 -.827 .409 -.705 .288
centred
1
Status centred 2.545 .202 .639 12.574 .000 2.147 2.943
Comp status
.653 .179 .018 .295 .038 -.300 .405
centred
a. Dependent Variable: customer satisfaction
b. Predictors: (Constant), comp status centred, status centred, competencies centred

The results in the coefficients table (Table 4.16) show that the moderating variable (status

of sightseeing vehicle) statistically significantly accounted for a high proportion of the

relationship between tour guiding service quality and customer satisfaction (β=0.653;

P=0.038). This result implies that status of the sightseeing vehicle had a statistically

significant moderating effect on the relationship between tour guiding service quality and

customer satisfaction. Therefore, the null hypothesis was rejected and the alternative

accepted.

68
4.7.2 Qualitative results for Status of Sight-seeing Vehicle

Interview results (Appendix IV) indicate that out of ten tour operators, five considered

proper car insurance as the most important aspect of the status of the sight-seeing vehicle.

Three said properly licensed guide and two considered communication equipment as the

most important. The qualitative results were also to some extent in agreement with the

quantitative findings because the tourists considered a mature careful driver as the most

important aspect.

69
 CHAPTER FIVE

5.0 DISCUSSION OF FINDINGS

5.1 Introduction

This section presents the discussions of findings of the study. It discusses the overview of

the findings based on the specific objectives.

5.2 Objective 1: Tour Guiding Competencies and their Influence on Customer

Satisfaction

The descriptive statistics indicated that all tour guiding variables produced high mean scores

and low standard deviations. Which means that majority of the respondents agreed that

strong communication skills, improvisational skills, enthusiasm, punctuality and keen sense

of direction have an effect on customer satisfaction with tour guide services. The possible

explanation for this finding can be found in the multiple roles of a tour guide. These roles

include; tour leaders, interpreters, pathfinders, information givers, animators, solving

problems related to travel and mentor for tourists (Min, 2016, Centikaya & Oter, 2016).

Tourists will perceive the quality of the tour guiding service based on how well he/she

demonstrates these competencies in performing the variety of roles expected of the guide.

These professional competencies of tour guides are a very important part of the travel

product and they can influence the tourists’ perceptions on service quality of the tour guides

and improve tourist satisfaction (Al Jahwari, Sirakaya-Turk & Altintas 2016, Mossberg,

2014). This study produced results which corroborate the findings of a great deal of the

previous work in this field. Studies by Kuo et al, (2016), and Hoarau, (2014) indicate that

tourists view tour guiding competencies as important to the service quality of the tour guide.

All the variables were also found to positively and significantly influence customer

satisfaction. Therefore, the null hypothesis was rejected and the alternative accepted.
70
However, the results of this study further highlight the importance of punctuality, keen sense

of direction and enthusiasm in enhancing the service quality of tour guiding and tourist

satisfaction. Although no specific ranking of the competencies in the order of importance

was found in reviewed literature, this was somewhat surprising as most other studies

emphasize on communication skills (Al Jahwari et al, 2016 and Araslı & Baradarani (2014).

The possible explanation for this could be found in the visitor data that shows that most of

the tourists were from Europe and America who have a culture of being punctual while

Africans are generally a bit more relaxed with time keeping (Pauw, Collins & Gouws, 2017).

This implies that tour guides in MMNR, who mainly Kenyans are serving a predominantly

Western clientele need to take punctuality seriously as it greatly affects the tourists’

perception of the entire tour guiding experience and thus customer satisfaction. As

mentioned in the literature review, previous researchers have shown the importance of tour

guiding competencies in the service quality of tour guiding (Centikaya & Oter, 2016,

Magdy, 2016 and Cetin & Dincer, 2014). A professional tour guide must exhibit

professional qualities in order to deliver quality and dependable tour guiding services.

Kumar (2016) found out that Competencies required for guiding include; strong

communication skills, excellent personality, good memory, improvisational skills,

enthusiasm, sense of humour and punctuality as well as a keen sense of direction.

Further, tour guiding professional competencies have been shown to have a very important

impact on tourist satisfaction. The results of this study are also consistent with those of

Chen, Weiler, Young & Lee, (2016) and Al Jahweri et al (2016) who found out that tour

guiding competencies significantly and positively influence the service quality of the tour

guiding service and hence enhance tourist satisfaction. Al Jahwari et al posit that, enhancing

tour guiding competencies allows the tourists to perceive the service rendered by the guides
71
to be of high quality. This in turn effectively enhances tourist satisfaction. The results are

also in agreement with those of Centikaya and Oter (2016) who found that there is a

significant relationship between tourist satisfaction, customer loyalty and tour guiding

services and the competencies of the tour guide.

Interviews with tour operators revealed that a majority regarded communication skills and

excellent personality as the most important competences for tour guides. This is what they

look out for in hiring tour guides. Punctuality, enthusiasm and keen sense of direction were

not as highly regarded by most tour operators interviewed. This is in contrast to their

customers who regard punctuality, enthusiasm and keen sense of direction as very critical

to their perception of the tour guiding service quality. In addition, while most of these

competencies are taught in formal tour guide training, tour operators continue to use tour

guides without formal training but who have gained experience through working.

These findings have important implications for regulators, tour companies, training

institutions and tour operators. For the Tour Operators, they should recruit guides with

adequate tour guiding competencies. From the training institutions, they should ensure that

their curriculum and teaching methods equip trainees with appropriate professional

competencies and attitudes required in the performance of the various tour guide roles. For

the tour guides, they should work at improving their professional competencies as they

advance in their careers. They should use guest feedback as a basis of making requisite

improvements to their competencies. For TRA, it is important that only persons with tourism

related training are licensed to work in the industry.

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5.3 Objective 2: Impact of Core Tour Guiding Service Delivery Aspects on Customer

Satisfaction

The results indicate that all core tour guiding service delivery variables impact on service

quality. This means that delivery of the service promised in the itinerary, knowledge of the

destination, ability to solve problems and honesty and trustworthiness have an influence on

customer satisfaction with tour guiding services in MMNR. These findings are consistent

with those of Weiler & Walker (2014) who refers to core service delivery aspects in tour

guiding as fundamental services that the tour guide must deliver consistently throughout the

tour. The findings are also in agreement with several studies that identified core service

delivery aspects in tour guiding. These include; Rodger, Taplin & Moore (2015) and Kumar

(2016) who identified service quality attributes in tour guiding which are considered as key

service delivery aspects in tour guiding.

The results also indicated that core service deliver aspects had a positive and significant

influence on customer satisfaction. Therefore, the null hypothesis was rejected and the

alternative accepted. In addition, the results indicated that delivery of promised service

(B=7.161) and knowledge of the destination (B=4.719) are the most important elements of

core service delivery aspects in tour guiding influencing customer satisfaction at MMNR.

This enhances the position that the perceived quality of a guided tour depends largely on the

tour guide’s ability to deliver the promised service (Pereira, 2015, Min, 2016). According

to Centikaya & Oter (2015), tour guides provide commentary on places visited and thus a

good knowledge of the areas visited is critical to customer satisfaction.

The possible explanation for these results is that during the purchasing of a tour from a tour

operator or travel agency, the seller makes a promise which is then bought by the tourist.

When the tourist arrives at the destination, the responsibility of delivering the promised
73
services is taken up by the tour guide (Centikaya & Oter, 2015). The tour guide is therefore

expected to take the guest to the attractions and especially for MMNR, be able to take the

guest to the best spots for game viewing opportunities. The tour guide also acts as the

mediator between the tourists on one hand and the host communities and environment (Cetin

& Yarkan, 2017). He/she should also be able to moderate interactions between the

participants on the tour. Therefore, the tour guide plays a critical role in the delivery of core

services to the tourists (Pathirana & Gnanapala, 2015).

From the reviewed literature, previous studies in tour guiding have shown the importance

of delivery of core tour guiding services on the tourists’ overall perception of guiding

services received. This perception is critical to customer satisfaction. According to Weiler

& Walker (2014), a tour guide who is competent in the core service delivery aspects of tour

guiding can deliver guiding services exceeding the expectation of the customer. Good

knowledge of the areas visited is another critical area in service delivery for customer

satisfaction. He/she will then be able to give factual information to the visitors. A tour

guide, who is knowledgeable and interprets the destination's attractions in a pleasant and

helpful manner, has the ability to transform the tourists' visit from a tour into a memorable

experience (Chen, Young & Lee, 2016).

Gnanapala (2015) in a study in Sri Lanka on implications of tourists’ perception and

satisfaction on destination management highlighted this. He observed that tour guides

lacked adequate information leading to low perception and unsatisfied guests. Similar

observations have been recorded in Tanzania (Philemon, 2015), Ethiopia (Tsegaw &

Teressa, 2017) and in Malawi (Chilembwe & Mweiwa, 2014).

Interviews with tour operators revealed some interesting findings on core service dleivery

aspects. Tour operators regard honesty and trustwrthiness as the mosot important aspects.
74
This is directly related to the enomous resources entrusted to the tour guides by the operators

especially company assets such as vehicles, clients and large sums of money. Problem

solving and delivery of the promised service rank lower for the tour operators. In delivering

the promised itineary, the most important spects tp the tourists, tour companies may be

contributing to the failure of the tour guide. Ideally, tour companies should have written

itineraries that they give to the guests before departure and give a copy of the same to the

tour guide. This is what is to be implemented. However, a number of tour operators admitted

to sending the tour guides on a tour with just an oral briefing and no written document to

follow. These tour operators take it that as long as the tour guide is told where to take the

guests, he/she knows what to do. In some cases, some activities have been missed because

the tour guide was not well briefed. This is an area of concern because the results of this

study indicate that tourists regard delivery of the exact promised service as critical to their

satisfaction.

These findings have important implications for both tour operators and tour guides. Tour

guides should ensure that they deliver what is promised in the itinerary to the guests. They

should continually endeavor to learn more about the destination and its attractions so that

their interpretation of the attractions is correct. With so much information from internet and

other sources, it is critical that tour guides give only factual information as the guests can

easily cross-check all this information. The authenticity of the information given to the

guests by the tour guide is an important aspect of how the tourist will view the service quality

of the guiding experience. It is alo important that the tour guides moderate the interractions

between the turists and the host communities in an honest and truthful manner without trying

to take advantage either way. Should the guests perceive dishonesty on the part of the tour

guide, then they will perceive the guiding service negatively.

75
To the tour operators, it is important that they send out tourists with tour guides who have

the requiredd knowledge, skills and attitudes to deliver the itinerary fully. A background

check on the tour guides’ character is very important especially because to be a tour guide

in Kenya, there is no particular vetting and there is ease of entry. While the government is

doing its part in vetting guides who seek licenses, there are many more guides who do not

seek licenses and still operate as freelancers and also as employees of tour operators. Many

may not seek licensing because they lack basic education requirements while some may not

be able to get a police clearance certificate, a requirement possibly due to criminal records.

5.4 Objective 3: Influence of Tour Guide’s Customer Orientation on Customer

Satisfaction

From the results, the variables “pressure to buy extra excursions” (M=4.50, SD=0.069),

“soliciting for a tip” (M=4.73, SD=0.068) and “changing itinerary without consulting the

guests” (M=3.94, SD=0.058) produced high mean scores and low standard deviations.

Which means that majority of the respondents (84.2%) agreed that these aspects had a

negative influence on customer satisfaction with tour guiding services in MMNR. The

variable “imposing personal views” (M=1.88, SD=0.056) produced a low mean score and a

low standard deviation. This means that a majority agreed that imposing personal views had

no influence on customer satisfaction with tour guiding services in MMNR.

The possible explanation for these results could be found in a tour guide role less focussed

on; that of making their interactions with the guests economically profitable to them and/or

their companies (Magdy, 2016 and Pathirana & Gnanapala 2015). In Kenya and indeed

many countries, tour guides are poorly remunerated and they have to make up by pushing

the guests to buy extra excursions and shopping in order to earn commissions and boost

their income. Tips from guests also constitute a great percentage of their earnings. In some
76
cases, the guides may change the itinerary to create time for these extra activities. All these

actions impact negatively on the perceived quality of the guiding services hence influence

customer satisfaction negatively (Chen Weiler Young & Lee 2016).

The results further indicate that soliciting for tips by the tour guides (B=7.598) and Pressure

to buy extra excursions (B=2.919), having also produced low P values (0.003=P=0.000) had

a high degree of significant negative influence on customer satisfaction. Changing itinerary

without informing the guests had a moderate significant negative effect. However, the

variable “imposing personal views’ showed no significant influence. Therefore, the null

hypothesis was rejected and the alternative accepted.

These findings of the current study are generally consistent with the findings in other studies

in this field (Choo, Tan & Fernando, 2018 and Cheng, Weiler, Young & Lee, 2016).

However, it is surprising that a majority of the guests did not perceive imposing of personal

views as influencing customer satisfaction in MMNR. The possible explanation for this

finding could be that tour guides in MMNR mainly interpret wildlife to the tourists. This

interpretation is mainly based on observation and scientific facts with very little room for

personal views. Many studies where imposing personal views is viewed as negatively

influencing customer satisfaction were done at destinations where the main attractions are

historical and cultural (Weiler & Walker, 2014, Sood & Chougle 2016 and Tsegaw &

Teressa 2017). Tour guides working in such destinations may introduce their own biased

opinions into their interpretations.

A tour guides’ orientation can be seen in their attitude towards their job. Is the tour guide’s

orientation focussed on personal economic interest or a genuine desire to provide superior

guiding services that meet the tourists needs? In most cases, tour guides are recruited for

short terms during the high season and could be jobless for long periods. This leads to low
77
income and salaries resulting in orientation towards self-economic interests in their

interactions with tourists (Konings & Vanormelingen, 2015).

In some cases, low remuneration has turned tour guides from their main roles of

interpretation and information givers to salesmen as they seek to bridge the gap. (Al Jahwari

et al, 2016) and Cheng, Weiler, Young & Lee, 2016). Zero commissioning occurs when

competition among tour operators is very intense and based on price. In such cases, some

operators sell the tours at prices less than the actual cost (Weiler and Walker, 2014). To

recover the loss, the tour operators do not pay the tour guide. Instead, a financial burden is

placed on the guide in pushing for tourist shopping and the marketing of optional tours

(Magdy, 2016). The guide is then paid a commission from these extra sales. In such

circumstances, the tour guide may not be fully customer oriented. Instead, he/she has to take

up the responsibility of trying to sell extra excursions so as to make some money for the

company as well as for themselves. This ends up distracting them from their core duties to

salesmen pushing the guests to shopping and buying of extra excursions.

In interviewing tour operators, it was clear that they all agreed that tips were an important

source of income for the tour guides. Some of the operators had a tipping guideline which

they shared with the guests before the tour. Some had it in their oral briefing while some

just left it to the guests to decide based on the service they receive. Most admitted that this

was a conflict area in their operations because by giving a guideline, it would appear like an

obligation to the guests. On the other hand, if the issue is left purely to the guests, some

nationalities may not have a tipping culture thus disadvantaging the tour guides. On selling

of extra excursions, a majority of tour operators agreed that tour guides earn commissions

from the extra excursions. This is to supplement their income. This is also a conflict area

78
because sometimes the tour guide will push the tourists too hard to buy leading to complaints

from the guests.

These findings have important implications for the government. The government must put

in place policies that ensure fair competition among tour operators to ensure that

competition is not based on cost but on quality of service. When there is stiff competition

based on cost, tourists, being sensitive to price will go for the cheaper alternative which

could even be below the actual cost of the tour. In such cases, the tour guide will always be

underpaid and left to their own devices in bridging the income gap. They will keep pushing

tourists to buy extra excursions as well as solicit openly for tips. If they can miss an

attraction and save the entry fees, they will do so in order to make more. The government

should enforce laws on minimum wages as well as ensure tour guides employment is

regulated. When the needs of the tour guide are taken care of, then they can be fully

orientated to the needs of the guests, delivering high quality services that lead to enhanced

customer satisfaction.

5.5 Objective 4: Moderating Effect of the Status of the Sightseeing Vehicle on Service

Quality and Customer Satisfaction

From the descriptive analysis, it can be deduced that all variables (apart from working air

conditioning M= 3.38 SD= 1.575) produced high mean scores and low standard deviations

(Table 4.14). This means that a majority (79.4%) agreed that; a uniformed, mature and

careful driver, quality seat belts, regular cleaning and emergency exits are important

attributes of the sightseeing vehicle that have an influence on customer satisfaction with tour

guiding services in MMNR.

While previous studies have emphasized on the need for air conditioning in sightseeing

vehicles (Lamtrakul & Pimonsathen, 2010 and Jomnonkwao et al., 2015), the present study
79
found that the majority did not find this variable as having an influence on customer

satisfaction. A possible explanation for this because these previous studies focussed vehicles

travelling for long distances. The r present study focuses on vehicles doing shorter distances

within MMNR. Besides, sightseeing vehicles in MMNR have open roofs to allow for better

game viewing and wildlife photography and therefore the use for air-conditioning is not

practical.

The results show that the moderating variable (status of sightseeing vehicle) statistically

significantly accounted for a high proportion of the relationship between tour guiding

service quality and customer satisfaction (β=0.653; P=0.038). This result implies that status

of the sightseeing vehicle had a statistically significant moderating effect on the relationship

between tour guiding service quality and customer satisfaction. Therefore, the null

hypothesis was rejected and the alternative accepted.

A possible explanation for this finding is that the sightseeing vehicle is where the guests

spend most of their waking hours out in the MMNR on game drives. It is the means through

which the tour guide will move the guests from one attraction to another while interpreting

the attractions. The condition of the vehicle therefore becomes an important part of the tour

guiding service (Joewono, Tarigan & Susilo 2016). As such, tourists will perceive the entire

tour guiding experience as being of high quality or not depending on also how comfortable

and safe it was in the vehicle (Rajeswari & Kumari, 2014 and Ratanavaraha & Jomnonkwao,

2014). Besides, giving information, the guide is also judged on his/her suitability as a driver.

A safe and mature guide who also keeps the vehicle clean (Jomnonkwao, Siridhara &

Ratanavaraha, 2015) and in good working condition has a better chance of delivering high

quality of tour guiding services. On the contrary, if the vehicle is not safe and the tour guide

does not clean them, the chances of the tourists perceiving the tour guiding services
80
negatively are higher and hence low customer satisfaction (Currie & Falconer 2014;

Mahmoud & Hine 2016).

In reviewing the literature, no findings were found on moderating effect of the status of the

sightseeing vehicle on the relationship between tour guiding service quality and customer

satisfaction. This is a new finding and therefore a contribution to knowledge since no such

relationship has been recorded in literature. However, further research needs to be done in

this area factoring more aspects of the sightseeing vehicle status such as body condition,

risks of accidents, wheels, accessories among others.

Interviews with tour operators revealed that a majority considered the status of the

sightseeing vehicle as important to the service quality of the entire tour. The outside

appearance, interior condition and newness were highly regarded aspects. Many of the large

tour companies maintain a fleet of their own and thus ensure the vehicles are well

maintained. Smaller companies mainly engage freelance tour guides on need to basis. Most

tour operators were also keen on engaging mature careful tour guides with relevant licenses.

In addition, the larger operators issue their tour guides (both full time employees and those

contracted on short term) with company uniforms.

These findings have important implications for tour operators and government. For tour

operators, they must ensure that they operate well maintained tourist vehicles. In most cases,

newer vehicles tend to be in better condition thus the importance of upgrading the fleets

every so often. Vehicles hired from other companies and/or freelance guides should also be

subjected to quality control and certified before being assigned duties. Cleaning of the

tourist vehicles should also be prioritized. It is also important that tour companies are

concerned with the driving skills of the tour guides and if need be, upgrade their skills. Tour

companies would also be encouraged to have uniformed tour guides as part of branding. For
81
the government, there is need to enhance the vetting of tour guides’ driving skills to ensure

that only qualified persons are licensed. The government should also put stringent vehicle

inspection for tourist vehicles to ensure that un-roadworthy vehicles are not used for tourist

transportation.

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 CHAPTER SIX

6.0 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

6.1 Introduction

The findings are based on four specific objectives that were explored. The objectives were

to examine tour guiding competencies and their influence on customer satisfaction in Narok

County, to assess the impact of core service delivery aspects on customer satisfaction in

Narok county, to determine the extent that tour guides’ customer orientation has on customer

satisfaction in Narok County and to determine the moderating effect of the status of the

sightseeing vehicle on customer satisfaction in Narok county

6.2 Summary of Findings

The summary of the findings are based on data collected and analysed in relation to research

objectives and hypotheses. The purpose of the study was to explore the influence of the

quality of tour guiding services on customer satisfaction in MMNR, Narok County. The

study utilized cross-sectional research design and the questionnaire was the major method

of data collection. Purposive sampling was used to select accommodation facilitates within

and around the MMNR. Simple random sampling was then used to select respondents from

the target population. A total of 311 questionnaires from the tourists were collected and

analysed. Interviews were also conducted with selected tour operators who take their

customers to MMNR to gain a deeper insight into the variables.

6.2.1 Objective 1: Tour Guiding Competencies and their Influence on Customer

Satisfaction

The findings of the tour guiding competencies and their influence on customer satisfaction

revealed that punctuality and a keen sense of direction were the most important factors

influencing customer satisfaction. descriptive analysis revealed that the mean scores of all
83
the variables ranged between moderate and high. Punctuality (M=4.51) ranked highest

followed by Keen sense of direction (M=4.40), Improvisational skills (M=4.20),

Enthusiasm (M=4.16) and Strong Communication skills (M=3.43) In addition, all the

variables had a low standard deviation ranging between 0.729 (Keen sense of direction) and

1.050 (Strong Communication skills).

6.2.2 Objective 2: Impact of Core Tour Guiding Service Delivery Aspects on

Customer Satisfaction

The findings of core service delivery aspects’ influence on customer satisfaction revealed

that all the factors were important for customer satisfaction. Descriptive analysis revealed

that the mean scores of all the variables were high. Delivery of the promised service ranked

highest (M=4.65) followed by Honesty and trustworthiness (M=4.60), ability to solve

problems (M=4.55) and knowledge of the destination (M=4.50). All the variables produced

low standard deviations with the highest being 0.501.

6.2.3 Objective 3: Influence of the Tour Guide’s Orientation on Customer

Satisfaction

The findings of tour guide’s orientations influence on customer satisfaction revealed that

soliciting for a tip and pressure to buy extra excursions were the most dissatisfying factors.

descriptive analysis of the variable revealed that soliciting for a tip (M=4.73) and pressure

to buy extra excursions (4.50) were the variables that produced high mean scores and low

standard deviations. Changing the itinerary without consulting the guests produced

moderate mean scores (M=3.94) and a higher standard deviation of 1.017. Imposing

personal views produced a low mean (M=1.88).

84
6.2.4 Objective 4: Moderating Effect of the Status of the Sightseeing Vehicle on

Service Quality and Customer Satisfaction

The findings of the moderating effect of the status of the sightseeing vehicle on customer

satisfaction revealed moderate to high moderating effect by all the variables. Descriptive

analysis of the variables revealed that; Mature, careful driver (M=4.56), Emergency exits

(M=4.13) and Uniformed and clean driver (M=4.04) had a high moderating effect while

Quality seat belts (M=3.94), Regular cleaning (M= 3.94) and Working air conditioning

(M=3.38) had a moderate effect. The standard deviation for working air conditioning was

high (1.575) revealing inconclusive findings.

Based on the objectives of the study, four hypotheses were formulated and analysed. linear

regression analysis was used to determine the simple correlation (R value) and how much

the total variation on the dependent variable (customer satisfaction) can be explained by the

independent variables (R2 value). Regression analysis revealed a moderate to high degree

of correlation between all the independent variables and customer satisfaction. Tour guiding

Competencies (R, =0.805 R2 =76.4%) revealed the highest degree of correlation followed

by Core service delivery (R, =0.696 R2 =48.4%), Moderating effect of the status of the

sightseeing vehicle (R, =0.644 R2 =41.4%) and Tour guide’s orientation (R, =0.616 R2

=38.0%).

The ANOVA analysis was used to report how well the regression equation fits the data (i.e.

predicts the dependent variable). This is determined by looking at the “regression” row,

“sig” column. The analysis indicated that all the independent variables produced “sig”

=0.001 which is less than 0.06. This implies that the regression model statistically

significantly predicts the outcome variable ([Link] is a good fit for the data).

85
To test the hypotheses, the coefficients tables were generated to provide necessary

information to predict whether the independent variables statistically contribute to the model

(by looking at the ‘sig’ column. The regression equations for each of the four independent

variables were generated. The regression equation showed that the four independent

variables had a statistically significant influence on customer satisfaction. Further, the

variables having produced low P value (0.003=P=0.000) implies that this finding can be

generalized to the population from which the sample was drawn. Therefore, the entire null

hypotheses were rejected and the alternatives adopted.

A summary of the relationship between the study variables based on the findings is hereby

provided in an updated conceptual framework (Figure 6.1)

Independent variables
(Tour Guiding Service Moderating Variable Dependent variable
Quality)

Tour guiding competencies

 Communication skills
 Improvisational skills
 Punctuality
 Keen sense of direction
Tourist satisfaction
Core service delivery aspects
 Promised service  Positive reviews
 Destination Knowledge  Intention to revisit
 Honesty & Trustworthy  Tips and Gratuities
 Referrals to friends

Guiding Orientation
 Pressure to buy extra
excursions
 Changing itinerary Sightseeing vehicle
 Soliciting for a tip  Working air conditioning
 Clean, uniformed driver
 Mature careful driver

Figure 6.1: Updated Conceptual Framework

86
6.3 Conclusions

Based on the findings of this study and the testing of the four, research hypothesis that

formed the framework of this study, four major conclusions can be made. First, the study

set out to examine tour guiding competencies and their influence on customer satisfaction

in MMNR. Although all variables were found to positively and significantly influence

customer satisfaction, the results of this study further highlight the importance of

punctuality, keen sense of direction and enthusiasm in enhancing the service quality of tour

guiding and tourist satisfaction. This implies that tour guides in MMNR who are serving a

predominantly Western clientele need to take punctuality seriously as it greatly affects the

tourists’ perception of the entire tour guiding experience and thus customer satisfaction.

Second was to assess the impact of core service delivery aspects on customer satisfaction in

in Narok county. Core service delivery aspects were found to have a significant influence

on customer satisfaction. In addition, delivery of the service promised in the itinerary and

knowledge of the destination were the most important variables of core delivery aspects of

tour guiding influencing customer satisfaction at MMNR. This enhances the position that

the perceived quality of a guided tour depends largely on the tour guide’s ability to deliver

the promised service.

Third objective was to determine the extent that tour guide’s orientation has on customer

satisfaction in MMNR. The tour guide’s orientation was found to significantly influence

tourist satisfaction. Of the variables examined, results indicate that soliciting for tips by the

tour guides has the most negative influence on customer satisfaction followed by pressure

to buy extra excursions and changing the itinerary without consulting the guests which had

only a mild significant influence while imposing of personal views on the guests had no

significant influence.

87
As long as the tour guides are mostly motivated by self-economic interest and not genuine

desire to provide high-quality customer service to tourists, the tourists will perceive the

guiding service as of low quality therefore negatively affecting customer satisfaction. Tour

guides who are focussed on seeking to make the most economic benefit from their

interactions with tourists are bound to shun their main roles of interpretation and

information givers to tourists leading to customer dissatisfaction.

Forth was to determine the moderating effect of the status of the sightseeing vehicle on

customer satisfaction MMNR. The moderating variable (status of sightseeing vehicle) was

found to have statistically significantly accounted for a high proportion of the relationship

between tour guiding service quality and customer satisfaction. The tour guides are

commonly referred to as driver guides because of their dual roles as drivers of the tourist

vehicles as well as information givers. The tourists therefore perceive the tour guiding

service experience through the guide’s ability as a driver, ability as a guide and also the

condition of the vehicle they are using. If any of the elements is perceived as being of low

quality, then the entire experience will lead to customer dissatisfaction.

6.4 Recommendations for Policy/Practice

Based on the study findings, the following recommendations are made;

1. TRA has done a lot in ensuring that tour guides have relevant training before licensing.

However, some of the critical tour guiding competencies such as punctuality, keen sense

of direction and enthusiasm has a lot to do with the organisational culture of the tour

operator. As such, tour operators should think more about their culture, vision and

mission as well as objectives and standard operating procedures. The tour operators

should develop a standard operating procedure based on these relevant competencies.

88
 This will then inculcate in their tour guides and ensure similar levels of service

regardless of the tour guide.

2. Tour operators must ensure that their tour guides are issued with a copy of the itinerary

sold to the guests in order to implement it as agreed between the tour company and the

tourist. For newly employed tour guides, the tour operators have a responsibility of

ensuring that before sending them out with tourists, the tour guides are familiar with the

destination. Familiarization trips during the low tourism season should be a regular. For

an industry where many of the tour operators use freelance tour guides whom they hire

for short term during the high season, the responsibility is on Tour guide association to

ensure that their members are up to date and ready to go out into the field.

3. In order for the tour guide to be fully focussed on delivering quality services to the

tourists, their economic wellbeing must be looked into. Daily guiding fees, salaries and

the nature of contracts should be looked into to ensure remuneration that matches the

responsibility given to them. The employment contracts for tour guides should be

addressed by government together with tour operators and tour guide associations. It is

important that tour companies develop a clear policy on tipping and the sale of extra

excursions. Since tips, though not mandatory form a significant proportion of the income

of tour guides globally, tour companies should develop a tipping guideline that is given

to the tourists. This guideline will put the guide at ease knowing that if the service they

render is good, then they will get their tip. Tour companies should also, inform the

tourists beforehand of any extra excursions or activities together with prices. This will

not only help the tourists with planning but also protect them from financial exploitation

by tour guides.

89
4. Tour operators should ensure that they have well maintained tourist vehicles. Having a

checklist of items to use when assessing the quality of their or hired vehicles is

important. A policy of selling off older vehicles and renewing their fleets every five or

so years can help in this. Besides, tour companies should, possibly through their

associations arrange for specialist training of tour guides in skills such as off-road

driving, defensive driving and safe tourist transportation. Tourists will perceive such

skills from the onset helping them to relax and settle down to enjoy their tour.

6.5 Recommendations for Further Research

This study provides a general picture of both satisfying and unsatisfying aspects of tour

guiding service quality. There is room for further research and the following

recommendations for related studies are made.

1. There is need to investigate whether the tour guides in Kenya are equipped with the

relevant competencies that the tourist considers important to their satisfaction.

2. There is need for further research in core service delivery aspects of tour guiding in the

Kenyan context. The tour guides’ perspective would be important so as to compare with

the tourists’ perspective in this study and determine whether a gap exists and

interventions required to bridge the gaps.

3. There is need to further investigate the key issues that determine a tour guide’s

orientation. Issues around employment and remuneration of tour guides in Kenya such

as guiding fees, tips, commissions and salaries/wages would be interesting to

investigate. A financially stable tour guide is critical to service quality of the entire safari

experience.

4. Tourist transport is another area that is not well researched and documented in the

Kenyan context. This study highlights the importance of the status of the Sightseeing

90
vehicle on the tour guiding service quality. However, the present study focussed on only

a few elements of just one aspect of transport; the vehicle. Further research in this area

focussing on more aspects of tourist transportation is highly recommended.

91
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 APPENDICES

Appendix I: Letter of Introduction

James Nguya
Department of Tourism & Hospitality Management
Kenyatta University
P. O. Box 43844-00100
Nairobi
March 2019
Dear Sir/ Madam,
TO ESTEEMED RESPONDENTS
I am a post graduate student at Kenyatta University (MSC Tourism Management)
undertaking a research project titled “Tour guide service quality effect on customer
satisfaction in Masai Mara National Reserve, Narok County, Kenya”. You have been
identified as one of the respondents to facilitate data collection for the study. Please assist
by filling the attached questionnaire as objectively as possible. All responses will be treated
with strict confidentiality and data collected will be used purely for academic purpose only

Thank you for your co-operation

Yours faithfully,
James Nguya
Principal Researcher

97
Appendix II: Questionnaire for Tourists
SECTION A: PERSONAL DATA FOR BOTH CLIENT AND ATTENDEES
The following questions are about you; please tick the most appropriate responses
General Information
1. Please indicate your gender [ ] Male [ ] Female
2. Kindly indicate your age bracket [ ]18-35 [ ] 36-50 [ ] over 50 years
3. Which Region do you come from [ ] Europe [ ] America [ ] Asia [ ] Africa

4. How did you first hear about Masai Mara (More than one option applicable)?
i) Through a friend [ ]
ii) Through internet [ ]
iii) Through TV and Radio advertisement [ ]
iv) Brochures [ ]
v) Any other (Please specify) …………………………………………………
5. What is the purpose of your visit?
i) Birding
ii) Educational
iii) Cultural
iv) Relaxation/Leisure
v) Any other (Please specify) …………………………………………………

SECTION B: TOUR GUIDING COMPETENCIES THAT INFLUENCE QUALITY

GUIDING SERVICES
6. By ticking in the appropriate box please fill the table below to indicate the kind of tour
guiding competencies that when exhibited by the tour guide will help to meet your
expectations and satisfaction with guiding services offered.
Strongly Disagree Not Agree Strongly
Disagree Sure Agree
Strong communication
skills
Improvisational skills
Enthusiasm
Punctuality
Keen sense of direction

98
SECTION C: IMPACT OF CORE SERVICE DELIVERY ASPECTS ON QUALITY
TOUR GUIDING SERVICES
7. By ticking in the appropriate box please fill the table below to indicate the aspects of
core service delivery that the tour guide should adhere to during tour guiding that ensure
you receive quality services.
Strongly Disagree Not Agree Strongly
Disagree Sure Agree
Delivery of promised
service
Knowledge of the
destination
Ability to solve
problems
Honesty and
trustworthiness

SECTION C: TOUR GUIDES’ CUSTOMER ORIENTATION

8. By ticking in the appropriate box please fill the table below to indicate the aspects of the
tour guide’s orientation that contribute to poor tour guiding service quality.
Strongly Disagree Not Agree Strongly
Disagree Sure Agree
Pressure to buy extra
excursions e.g., Masai
Village
Changing itinerary without
consulting the guests
Imposing Personal Views
Soliciting for a tip

SECTION D: STATUS OF SIGHTSEEING VEHICLE

By ticking in the appropriate box please fill the table below to indicate the aspects of the
status of sightseeing (safari) vehicle that ensure you receive quality services.
Strongly Disagree Not Agree Strongly
Disagree Sure Agree
Working Air
Conditioning
Driver Uniformed and
clean
Mature Careful Driver
Quality Seat belts
Regular cleaning
Emergency/exit doors
99
SECTION D: INFLUENCE OF TOUR GUIDING SERVICE QUALITY ON
TOURIST SATISFACTION
9. Please fill the following questionnaire on a scale of 1 to 7 as interpreted below pertaining
to service quality. Complete PART A by indicating your expectations of the guiding
services you are about to receive. Then complete PART B indicating your perceptions
of the guiding services offered by the tour guide.
PART A (To be completed BEFORE guiding service starts)
7-Strongly Agree, 6-Somehow Agree, 5-Agree, 4-Not Sure 3-Disagree, 2-Somehow
Disagree, 1-Strongly Disagree (SERVIQUAL TEST INSTRUMENT)
Tangibility 7 6 5 4 3 2 1
1 The guide has guiding tools like binoculars, books and
maps
2 The tour vehicle is in good condition and adequate for
viewing
3 The tour guide will be dressed in neat uniform and well
groomed
4 The tour Vehicle will be fitted with communication
gadgets
Reliability
5 Guiding services will be timely
6 The tour guide will solve every problem encountered
7 The tour guide will render guiding services professionally
8 The tour guide will provide service at the time and
location as promised
9 The guide will provide error-free services
Responsiveness
10 The tour guide will brief me any issue promptly
11 The tour guide will provide prompt guiding services
12 The tour guide will be willing to help me when needed
13 The tour guide will not be too busy to respond to me
14 The tour guide will instil confidence in me in the tour
Assurance
15 I will feel safe in the hands of the tour guide
16 My guide will be consistently courteous
17 The tour guide has knowledge and will answer all
questions accordingly
18 The tour guide will give individualized attention
19 The tour guide will have adequate guiding time
Empathy
20 The tour guide will give personal attention
21 The tour guide will prioritize clients’ interests
22 The tour guide will understand specific needs of the client

100
 PART B (To be completed AFTER guiding services are offered)
7-Strongly Agree, 6-Somehow Agree, 5-Agree, 4-Not Sure 3-Disagree, 2-Somehow, 1-
Strongly Disagree (SERVIQUAL TEST INSTRUMENT)
Tangibility 7 6 5 4 3 2 1
1 The guide had guiding tools like binoculars, books and
maps
2 The tour vehicle was in good condition and adequate for
viewing
3 The tour guide was dressed in neat uniform and well
groomed
4 The tour vehicle was fitted with communication gadgets
Reliability
5 Guiding services were timely
6 The tour guide solved every problem encountered
7 The tour guide rendered guiding services professionally
8 The tour guide provided service at the time and location
as promised
9 The guide provided error-free services
Responsiveness
10 The tour guide briefed me any issue promptly
11 The tour guide provided prompt guiding service as
required
12 The tour guide was willing to help me when required to
do so
13 The tour guide was not be too busy to respond to my
queries
14 The tour guide instilled confidence in me on my
expectations
Assurance
15 I felt safe in the hands of the tour guide
16 My guide was consistently courteous
17 The tour guide was knowledgeable and answered all
questions accordingly
18 The tour guide gave individualized attention
19 The tour guide had adequate guiding time
Empathy
20 The tour guide gave personal attention
21 The tour guide had clients’ interests at heart
22 The tour guide understood specific needs of the client

10. Please outline any memorable experience the tour guide assisted you to realise
________________________________________________________________________

101
Appendix III: Interview Schedule for Tour Operators

Thank you for agreeing to take on this interview; I am a student at Kenyatta University
pursuing a Master’s Degree in Tourism Management. I am undertaking a study entitled
‘Influence of Tour Guiding Service Quality on Customer Satisfaction around Masai
Mara National Reserve in Narok County, Kenya’. Your help is highly appreciated.
1. Background profile of stakeholder
a) Which tour operator’s association does your organization belong?
b) What is the total membership (if applicable) to your organization?
2. Tour guiding competencies that influence customer satisfaction
a) What are the competencies that a tour guide should have to satisfy the
customers?
b) What feedback from tourists regarding tour guiding competencies do you get?
3. Core Tour Guiding service delivery aspects (delivering the itinerary, ability to
solve problems, destination knowledge, honesty and trustworthiness)
a) Are the tour guides delivering on these aspects?
b) What feedback from tourists regarding these aspects do you get?
4. Tour guides’ customer orientation
a) What is your policy on tipping and extra excursions?
b) What tourist feedback do you get regarding orientation of the tour guides?
5. Status of the sightseeing vehicle
a) Do you carry out regular quality control (QC) on the sightseeing vehicles you
use?
b) What tourist feedback from tourists regarding the vehicles do you get?

102
Appendix IV: Interview schedule Results

Respo 1 2 3 4 5 6 7 8 9 10
ndent
[Link]
ground KATO KATO KATO KATO TOSK KATO KATO KATO KATO KATO
a)
Associ
ation
b) KATO: 751
Numb TOSK:
er of
memb
ers
2.
Comp Commu Spanish Creati Comm French Culture Comm Flexible German Spanish
etencie nication Acade ve unicati Teamw commu unicati flexible outgoin culture
s punctua mics Humor on ork nicatio on g
a) 2 l Outgoi n adapta
Most ng ble
import
ant
b)
Touris
t
feedba
ck
3. a)2 Honest Trustw Trustw Proble Honest Honest Knowl Problem Trustwo Honesty
Most y orthy orthy m y y edge solving rthy knowled
import knowle Proble Fair solvin First aid interpre honest honesty interpret ge
ant dge m g tation y ation
tour solving knowl
guidin edge
g
aspect
s
b)writt none outline detaile outline none Oral Oral oral none outline
en d
itinera
ry
4. Oral none none Written Oral written none oral
Tour and
guide none Writte shared
orienta n and
tion shared
a)
Tippin
g
guideli
ne
b) none availabl Strictl none none availab none Not none none
Extra e y le allowed
excurs follow
ions ed
policy

103
5. Commu Compl Seats Commu Clean TLB Fridge Road Driver
Status nication iance comfo nication driver compli newness complia compete
of Insuran gadget Newne rt insuran wheels ance nce ncy
sightse ce insuran ss of TLB ce insuran Clean insurance
eing License ce vehicle compli ce driver
vehicl d driver ance
e
a)
critical
issues

b) Speedin No Breakd Unco Worn Too Old no ac Long Dusty

negati g fridge own mforta out slow cars long drives Old cars
ve breakdo dusty dirt ble tyres breakd Little driving Danger
Feedb wns seats dirty owns legroo hours ous
ack No m traffic
comm
unicati
on

104
Appendix V: Masai Mara Map

105
Appendix VI: 2018 Masai Mara Visitor Data

NUMBER OF VISITORS
Month Non-Resident Resident Citizen Total
January 5903 580 2913 9396
February 8218 541 3111 11870
March 8324 834 3698 12826
April 9423 540 4495 14458
May 7898 559 2512 10970
June 19554 925 6056 26653
July 37360 1671 15363 54395
August 40958 1922 17094 59974
September 20382 1013 6608 28003
October 15798 726 6485 23009
November 5151 746 3134 9031
December 19049 1710 9938 30697
Total 291164

Source: GOK, 2019

106
Appendix VII: Study Sampling Frame
Camps and Lodges in Main MMNR (Excludes Camps in Private Conservancies)

Facility Category
1 AA Lodge Standard
2 Mara Sopa Lodge Standard
3 Mara Simba Lodge Standard
4 Keekorok Lodge Standard
5 Mara Intrepids Lodge Luxury
6 Siana Springs Camp Standard
7 Entim Mara Camp Luxury
8 Fig Tree camp Standard
9 Governors Camps Exclusive
10 Cottars Camp Exclusive
11 Rekero Camp Standard
12 Sarova Mara Camp Luxury
13 Sentrim Mara Camp Standard
14 Kichwa Tembo Camp Exclusive
15 Mara Bushtops Exclusive
16 Basecamp Mara Explorer Standard
17 Azure Mara Camp Standard
18 Il keliani Camp Standard
19 Sekenani Camp Standard
20 Ol Moran Camp Budget
21 Enkorok Camp Standard
22 Mara Sidai Camp Budget
23 Mara Bush Camp Standard
24 Mara Leisure Camp Standard
25 Oloshaiki Camp Standard
26 Entumoto Camp Luxury
27 Tipilikwani Camp Standard
28 Sala’s Camp Exclusive

107
 Facility Category
29 Aruba Camp Budget
30 Rhino Tourist Camp Budget
31 Oldarpoi Camp Budget
32 Kichakani Camp Budget
33 Crocodile Camp Budget
34 Mara Ndovu Camp Budget
35 Duma Camp Budget
36 Ashnil Mara Camp Luxury
37 Sand River Camp Exclusive
38 Elewana Camps Exclusive
39 Manyata Camp Budget

108
Appendix VIII: Item-Total Statistics for research questionnaire

Scale Scale Corrected Cronbach's

Mean if Variance if Item-Total Alpha if Item
Item Item Correlation Deleted
Deleted Deleted
Strong communication skills 228.48 245.162 .822 .748
Improvisational skills 229.05 244.048 .512 .748
Enthusiasm 228.86 241.429 .580 .746
Punctuality 228.43 262.257 -.447 .766
Keen sense of direction 228.81 270.562 -.853 .774
Delivery of promised service 228.43 262.257 -.447 .766
Knowledge of the destination 228.86 248.629 .492 .752
Ability to solve problems 228.62 260.248 -.243 .764
Honesty and trustworthiness 228.62 260.248 -.243 .764
Pressure to buy extra excursions e.g.
230.90 247.990 .152 .758
Masai village
changing itinerary without consulting
231.86 253.429 .184 .757
the guests
Imposing personal views 231.81 268.162 -.712 .772
working air conditioning 230.48 217.962 .648 .729
Driver uniformed and clean 229.52 217.762 .813 .724
Mature careful driver 228.48 245.162 .822 .748
Quality seat belts 229.62 241.448 .315 .751
Regular cleaning 229.62 260.648 -.154 .768
Emergency/exit doors 230.48 245.162 .822 .748
The guide have guiding tools like
227.00 264.400 -.240 .773
binoculars, books and maps
The tour guide will be dressed in neat
227.48 247.962 .332 .753
uniform and well groomed
The tour vehicle will be fitted with
227.00 256.800 -.042 .765
communication gadgets
Guiding services will be timely 226.71 234.114 .813 .738
The tour guide will render services
227.38 213.248 .825 .720
professionally
The tour guide will provide service at
226.90 239.590 .614 .744
the time and location as promised
The tour guide will brief me any issue
227.95 221.848 .626 .732
promptly
The tour guide will be provide prompt
226.90 239.590 .614 .744
guiding services
The tour guide will be willing to help
226.71 234.114 .813 .738
me when needed
The tour guide will not be too busy to
227.10 247.390 .344 .752
respond to me
The tour guide will instil confidence in
226.90 239.590 .614 .744
me in the tour
My guide will be consistently courteous 227.00 276.400 -.798 .780
109
 Scale Scale Corrected Cronbach's
Mean if Variance if Item-Total Alpha if Item
Item Item Correlation Deleted
Deleted Deleted
The tour guide will have knowledge and
227.48 255.562 .018 .761
will answer all questions accordingly
The tour guide will give individualized
228.52 250.962 .056 .765
attention
The tour guide will have adequate
228.05 262.048 -.202 .769
guiding time
The guide had guiding tools like
227.00 274.000 -.558 .780
binoculars, books and maps
The tour vehicle was in good condition
227.76 251.390 .013 .772
and adequate for viewing
The tour guide was dressed in neat
229.67 245.933 .393 .751
uniform and well groomed
The tour vehicle was fitted with
228.14 265.429 -.190 .787
communication gadgets
Guiding services were timely 229.90 233.190 .506 .742
The tour guide rendered guiding
228.62 257.848 -.074 .763
services professionally
The tour guide provided service at the
229.95 278.848 -.663 .784
time and location as promised
The guide provided error-free services 229.14 203.629 .859 .712
The tour guide briefed me any issue
229.71 213.314 .604 .729
promptly
The tour guide provided prompt guiding
229.00 257.200 -.053 .766
service as required
The tour guide was willing to help when
228.05 258.848 -.187 .762
required to do so
The tour guide was not too busy to
229.90 223.990 .604 .734
respond to my queries
The tour guide instilled confidence in
228.62 262.648 -.391 .767
me on my expectations
My guide was consistently courteous 227.29 245.514 .355 .751
The tour guide was knowledgeable and
229.33 242.533 .257 .754
answered all questions accordingly
The tour guide gave individualized
228.90 250.390 .119 .759
attention
The tour guide had adequate guiding
227.67 241.133 .588 .746
time

110
Appendix IX: NACOSTI Research License

111
Appendix X: Research Approval

112