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