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��ࡱ�>��	�����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������_�	��׃bjbj	4�bb{+��������ff������������8t�l��i���TU!Ulinininininini$�k��n@�i�)U�T"�T)U)U�i���8�iG[G[G[)U�����gpG[)UliG[G[r$cTzJ$d�����p��J������X�xc�g�i0�i�c��neZ��n$d�n�$d�)U)UG[)U)U)U)U)U�i�iG[)U)U)U�i)U)U)U)U���������������������������������������������������������������������n)U)U)U)U)U)U)U)U)Uf �:	Effectiveness of Staff Competencies on Customer�s Patronage among Selected Hotels in Southwest, Nigeria

Oladele, Patrick Olajide
Federal University Oye-Ekiti, Ekiti State, Nigeria
Department of Business Administration

Adebisi. Simeon Obawale
Akinruwa, Temitope Emmanuel
Department of Business Administration, Ekiti State University, Ado-Ekiti
*Correspondence: 08060738696: HYPERLINK "mailto:temitope.akinruwa@eksu.edu.ng"temitope.akinruwa@eksu.edu.ng 
Abstract

This study aimed at investigating  the effectiveness of staff competencies on customer�s patronage among selected hotels in southwest, Nigeria. Primary source of data collection was used while multiple sampling techniques were adopted. Specifically, stratified, homogenous, heterogeneous purposive and proportionate sampling techniques were utilised. Total numbers of 69 hotels across all sizes, ranging from one to five stars were sampled. Questionnaire was used to collect data. Data collected were analysed via descriptive and inferential statistics such as hierarchical multiple regression. Dimensions of staff competencies are employees hotel related knowledge, staff human related knowledge, problem solving skills and staff good listener. Results showed that competency of staff have capacity to influence patronage of hotels in the southwest, Nigeria.  Giving these results and in order importance, we concluded that patronage is a function of employees problem-solving skills, staff good listener, staff human related knowledge and employee hotel related knowledge. Based on these, the study recommended among others, that investors should employ experienced and well-trained staff with problem-solving ability. Workshop should be organised for staff on hotel related knowledge and on how to establish good relations with customers. 

Key words: Employees hotel related knowledge, Staff human related knowledge, Problem solving
skills, Staff good listener, hotel and customer patronage.

1.0	Introduction

Among other resources, human being is considered as the most important, unstable and in most cases, proved to be difficult to control. However, his presence in the midst of other resources cannot be overlooked. This is because the activities of other resources are control by man. In fact, man determines the what, when, how and where resources like materials, machines and money; in most cases, will function in order to accomplish the desired purpose of the organisation. Human beings perform management functions such as planning, organising, coordinating, staffing, directing and controlling. This is to ensure the effectiveness and efficient working condition of these resources in any organisation (hospitality industry inclusive).

The hospitality industry is a conglomerate of business activities such as a motel, inns, resorts, restaurants, and hotels, which is the focus of this study. The activities of these industrial services through the human efforts make their contributions to the development of nations� economy a significant one. For instance, Poku, Zakari and Soali (2013) reveal that apart from its contributions to Gross Domestic Product (GDP), it also serves as a source of employment for people and revenue for the organisation. Here, hotels could be seen as entrepreneurships and such needs to be jealously guided for the fulfilment of its purposes. 
Obviously, the hotel business is challenging and thrilling. This paves ways for investors to become financially independent, bosses of themselves, create job opportunity, and also increase self-esteem. Besides, it gives owners the opportunity to be creative in terms of meeting customers� expectations. To record breakthrough in this aspect, efforts must be geared towards employing capable staff that are able to marshal the activities of other resources; in order to create customer�s satisfaction that will invariably provoke customer�s patronage. The reason is that customers are becoming more conscious about their convenience, hence, they want to be fulfilled. The consciousness awakens in customers had sharpened their knowledge horizon, thereby armed them to the extent that they are readily prepared to challenge bad service rendered, especially, in the contemporary service businesses. This increase in knowledge has reshaped end user�s service expectations from service providers (Oladele, 2011).
Moreover, opinion generally have it that any organisation whose focus is on sustaining customers� satisfaction while rendering services, must work assiduously to meet and surpass customers� expectations in order to attract more customers� patronage. Satisfying customers has to do with the competency of the staff in the hotel in term of handling facilities, providing quality products and develop a friendly relationship with the customers; as he has the tendency of encouraging repeat patronage. In the same vein, staff unfriendly behaviours and incompetency, could gradually repelling customers from such hotels. Generally, the high knowledge of technology, especially, in this 21stcentury of hospitality, is yet to completely erase man from being a part of the system. Despite the computerisation of most of the hotels� businesses, man�s presence cannot be ignored, especially, in the control room of the computerised equipment. Hence, it shows that man cannot absolutely exonerate from making the business of hotel a huge success. 
Previous studies have indicated staff competency as one of the segment of critical success factors in hotel industries that is capable of propelling customer for patronage. For example, Zaim, Yasar and Unal (2013) in Turkey, Ismail and Abidin (2010) in Malaysia, Osei and Ackah (2015) in Ghana and Chouhan and Srivastava, (2014) in the Hong Kong hotel industry; showed that staff competency is a function of business performance. Consequent on their findings, one can deduce that staff competency influences customer�s patronage. Thus, the question is to what extent does employee hotel related knowledge, staff human related knowledge, staff possessed problem solving skills and staff good listener; which are constructs of the staff competency, could influence customer to patronise a particular hotel in the Nigeria context?  These questions are what this study intends to answer. Besides, existing studies adopted various methodologies, namely, multiple regression, pearson correlation, qualitative, explanatory factor analysis, linear regression, and chi-square. However, these research methods could not allow entering variables in steps or blocks in predetermined order by the researcher. Similarly, they cannot provide sufficient information on the contribution of each explanatory variable. And these can provide additional information in an attempt to resolve whether or not these dimensions of the explanatory variables are positive and significant to all hotels of all sizes irrespective of their nationality. 





2.0	Conceptual Clarification
2.1	Staff Competency
The concept of staff competency had been defined differently by various authors (Hsieh, Lin, & Lee, 2012). Some of these definitions were cited in (Chouhan & Srivastava, 2014). Few among these definitions showed that competenceyis a personal trait or set of habits that leads to more effective or superior job performance. Competency is an underlying characteristic of a person, which results in effective and or superior performance on the job. Competency is a set of behaviours that is instrumental in the delivery of desired results. 
These definitions accorded relevance to human resource in any organisation among other resources like: material, machine and money as the most crucial element for success. They are very dynamic. Hence, they are unpredictable. They are the nerve centre of other resources and they make them perform their levels of competence, on how to address or handle issues. They also go a long way to make or mar the dream of the business of the hotels. The management of hotels in the contemporary business environment, is not handling the issue of competency with levity and their interest is becoming alarming. Competencies are handled with keen interest because the industry is more of labour focused and people oriented. The degree of the hotel's staff competency will determine the customer�s repeat patronage and success or consequently otherwise. Their first contacts in term of courtesy, human relation, and politeness with customers; leave an indelible impression. According to the Institute of Business Strategy (2015), in the banking industry, the decision to open a bank account might owe to the behaviour of the bank�s staff at the initial meeting, than the interest rate offered by the bank on its accounts. This simply means that customers, in most cases, value the attitude and the relationship of the staff toward them than any other values embedded in the organisation. Although, this happens in the bank, but because they (banks) are equally service providers, hence, its relevance could be felt in the hotel industry of which its core product is service.
However, there is a need for service providers to appropriately train, retain and motivate their staff with the right attitude towards the customers, because the reputation of the company is contingent on them (staff). According to Cardi and Servarajan (cited in Kim, Kim, Seo & Hyun, 2011), strategically, competencies in the form of a function, processes, and routines were regarded as a firm's competitive advantage that competitors can never copy. In human resources management, the types and approaches of competencies were summarised as: professional (this comprises the skill, ability, and knowledge to meet the challenges of tasks), methodological (it has to do with problem-solving and decision-making), social (cooperating with people, interacting with them and building effective relationship) and leadership (ability to show inspiration, shared vision and encourage others to act). From the perspective of this study, staff competency is defined as a set of specific behaviours capable of achieving higher satisfaction.
2.3	Reviewed of Related Studies
Staff Competency and Customer�s Patronage 
The phenomenal aspect of all organisations is that its successes, mostly, hinged on the caliber of the employees. Obviously, it can be explained that customer�s patronage of a particular organisation is a function of members of staff. Hence, organisations majorly relied on their workforce for the accomplishment of purposes (Chouhan & Srivastava, 2014). Choi and Chu (2001), study on determinants of hotels guests� satisfaction and repeat patronage in the Hong Kong hotel industry, revealed that staff service quality was considered a most influential factor in hotels by travellers. Methods employed included: Questionnaire and systematic sampling technique. In addition, descriptive and multiple regression were also employed as methods. One germane issue about Choi and Chu study showed that repeated patronage, which hotel industry in Hong Kong enjoyed, was not without staff service quality. However, the study used one sampling technique; this may not be considered enough for the current study, taken into consideration differences in sizes, locations, cultural settings, and customers� personality among others.
In the remarked of Chouhan and Srivastava (2014), understanding competencies and competency modelling: A literature survey; showed that competency mapping process, helps the organisation in developing a clear strategy for their workforce competencies. As a result, competency mapping became a strategy for analysing individual�s SWOT (strength, weakness, opportunities, and threats). Hence, competency mapping became a tool that enhances the successful performance of the employees within an organisation. It goes further that the era of emphasising on acquiring the gigantic plant, superior technology, and marketing strategy without the competent staff, that can deliver the desired results, has gone. This shows that while organisations are striving for getting better equipment, the focus must be on how to employ competent human resources that can harmonise other resources in order to deliver desired results. The study was basically qualitative. Again, authors declined on the conclusion, recommendation(s) and policy implication(s), which could have served as tools for better understanding and its relevancy. 
Zaim, Yasar and Unal (2013) work was on analysing the effects of individual competencies on performance: A field study in services industries in Turkey. The findings showed that there is a positive significant relationship between competencies and individual performance. In addition, managerial competencies were considered the most significant factor. This study was investigated in banking, cargo, communication, food and catering, finance, publishing, retail, IT, and tourism companies. Methods employed include: survey, questionnaire, and explanatory factor analysis (EFA).  An important aspect of the study to the current investigation is that the study was conducted in the services industries using various organisations.  Meanwhile, using relevant industries by Zaim, et al., for their studies created an avenue for better findings. However, while considering the cultural setting, geographical location of these industries and differences in customers� perceptions, hence, there is a call for further investigation. 
In addition, the study of Ismail and Abidin (2010) on the impact of workers� competence on their performance in the Malaysia private service sector, revealed that workers� competencies have a positive significant influence on performance. Survey, questionnaire, and ANOVA were employed as methods. Respondents were drawn from executive, managers and professional in the selected private service sector, such as education, health, information and communication technology. Although, the study was conducted in the service sector, but it is not sufficient enough to explain what could make customers patronise hotels. Hence, there is a need to empirically investigate the applicability of workers� competencies in the hospitality industries like hotels, based on mode of operations which is very unique. Again, unlike Ismail and Abidin (2010), necessity may be placed on individuals to be educated; to visit health care services or getting to know certain information. But in most cases, necessity may not be place on customers to patronise hotels. Also, the restriction of respondents to specific categories in private service sector, may not likely be applicable in hospitality industries like hotels. Thus, call for further investigation to know whether or not competencies of hotels� staff can influence patronage. 
A research study conducted by Osei and Ackah (2015), on employee�s competency and organisational performance in a Pharmaceutical industry in Ghana, showed there is a nexus between employee�s competency and performance of the organisation. Survey, questionnaire, interviews, linear regression, and random sampling technique were used as methods. However, authors muted on the randomly sampling mode used in the study. For example, the authors declined on whether randomly with or without replacement were used. Again, they did not show how the random sampling was implemented. (i.e. whether through listing, random number table or by selection).

2.4	Conceptual Framework



















Fig. 1 Conceptual framework showing the model of independent and dependent variables

From the hypothesized relationship of the model, the staff competency was independent variables while customer�s patronage serves as the dependent variable. Also from the model, it can be deduced that customers� patronage has showed in the model contingent on the staff competency.  In the model, the staff competency was hypothesized, using variables like: employee hotel related knowledge, staff human related knowledge, staff problem solving skills and staff good listener. From the model, it shows that when members of hotels staff are vast in executing all these explanatory variables, they will in no doubt revamp their patronage. Thus, showing a strong nexus between staff competencies and customers� patronage.

3.0	Research Hypothesis
H0	Staff competency does not significantly influence customer�s patronage of hotels in Southwest, Nigeria.

3.1	Research Methods
The study used survey and descriptive statistics. In addition, structured questionnaire was used; both face and content validity were tested by the experts in the field of hospitality and marketing. The population consisted of both the new and existing customers, particularly, those that lodged or keep a night in the hotel after payments. The information about the new and existing customers was drawn from the customers� records, personal discussion with managers and customer officers of the selected hotels. Multi-stage sampling techniques were used. For instance, homogeneous purposive sampling technique was used to select the location of the study in southwest, Nigeria. The choice of the state capital was based on the fact that it consists of all sizes of hotels, ranging from one star to five stars. In addition, as state capitals, notable events and other activities that capable of compelling immigrants to lodge in hotels can be found there. Stratified sampling was used to select 69 hotels on the basis of their location and stars rated. Moreover, heterogeneous purposive sampling was used to select 450 respondents; while proportionate sampling was used to select the number of respondents from each of the hotels. Due to the out missing values, out of 450 questionnaires distributed, 400 were filled correctly and returned. Seven points Likert Scale adapted and modified from Chu and Choi (2000) and Choorichom (2011), was used to measure the constructs. This becomes imperative in order to strengthen the instrument and to elicit more responses from the respondents. Hierarchical multiple regressions were also employed in lieu of other regressions. In the first instance, it would show the total contribution of the explanatory variables, capable of predicting the outcome of dependable variable while the effects of another variable were controlled. Again, we have multiple dimensions of the explanatory variables, which are being investigated on one dependent variable. The significant is at 5%.

Table 1.1 Hierarchical multiple regression showing the impact of staff competency on customers� patronage of hotel.
Model SummaryeModelRR SquareAdjusted R SquareStd. Error of the EstimateChange StatisticsR Square ChangeF Changedf1df2Sig. F Change1.779a.606.605.678.606613.0351398.0002.790b.625.623.663.01819.3581397.0003.808c.653.650.638.02832.0851396.0004.819d.671.667.622.01821.4801395.000Dependent Variable: Customers Patronage (CUSpat) 
P < 0.01 **, P < 0.05*
Source: Author�s Computation using SPSS, (2019)
Table 4.1 showed results of correlation coefficient (R) between staff competency, using explanatory variables like employee hotel related knowledge =77.9%, staff human related knowledge =79%, staff possessed problem solving skills =80.8%, staff good listener =81.9% and customer patronage of the hotels. On the other hand, R2 the predictor, unveiled it effects in term of values on customer�s patronage. For instance, employee hotel related knowledge showed 60.6%, staff human related knowledge  showed 62.5%, staff possessed problem solving skills showed 65.3%, and staff good listener showed 67.1. While taking a look at the significance: employee hotel related knowledge showed  .000, staff human related knowledge showed .000, staff possessed problem solving skills showed .000, and staff good listener showed .000., all at P-value 0.05. In hierarchy, at the point of entry block 1, it produces .606 values, which indicate that employee hotel related knowledge accounts for 60.6% of customer�s patronage with an increased value of 60.6%. While block 1 was held constant and block 2 was entered, it produces value of .018 this means that staff human related knowledge accounts for 1.8% of the variation in customer�s patronage. This shows a tiny increased value of 1.8%.  Meanwhile, when block 1 and 2 were held constant and block 3 was entered, it produces .028 values. This means, staff possessed problem-solving skills accounts for 2.8% variation in customer�s patronage. Finally, while held in constant block 1-3 and block 4 was entered, it elicits a very strong value of .671 which is the overall contribution of constructs from block 1-4. Meanwhile, while held in constant block 1-3 and block 4 was entered, it produces .018. This shows that staff listener accounts for 1.8% of the variation in customer�s patronage. This shows a tiny increased value of 1.8%.

4.1	Discussion of findings
While take a look at table 4.1, it was shown that employee hotel related knowledge have a strong correlation relationship with customer�s patronage of the hotels, a high predictive value in terms of influential capacity on customer�s patronage and positive significance level. Stemming from the findings, it can be further stated that when employees are very rooted in the knowledge of hotel, knowing what should be done at the appropriate time, it goes a long way to enhance the output of the industry. As a result, management of the hotels must ensure that their employees are equipped with the right knowledge on what must be done in order to keep and sustain their performances. In the case of employee human related knowledge, it was shown that the variable has a strong correlation relationship with high predictive value. However, it shows a tiny contribution towards influencing customer�s patronage of the hotels. Opinion generally have it that the kind of relationship employee exhibit while attending to the customer, has a lot to do with whether or not such particular customer will revisit the hotel in the nearest future. Consequently, it is expected that employees should be professional while exhibiting particular behaviour, especially, with first timer customer.   
Looking at the staff possessed-problem solving skills, it has a strong correlation relationship with high predictive value effect on the customer�s patronage. In the same vein, employee possessed problem-solving skills has been reasonably contributed in the light of customer�s patronage of the hotels. As a result, this shows that even after the recruitment process, management should train and re-train their employees on how they could be professionally resolving any problem(s) that may ensue within the industry, or that may be faced by any of the customers, during the cause of their stayed in the hotel. In the case of staff human related knowledge and the staff good listener, both have positive correlation relationship and with very high predictive values in the light of customer�s patronage. However, their contributions may be considered not to be too significant toward invoking the patronage of the customers. Hence, it shows that management must work on the employees in order to instil the right attitude(s) that will continue to enhance the upliftment of the industry. 
Considering the nature of the hotels business which is primarily services, therefore, efforts must be geared towards rightly putting in place every necessary apparatus in order to use the tangible elements, especially, employees are not only to satisfy but also to delight their customers. In hierarchy manner of contributions, employee hotel related knowledge was ranked the best. This shows that when employees have the right knowledge of the hotel activities; about the what, how and when things must be done, it gives an edge over competitors in the same business environment. Next, is the staff possessed problem-solving skills. And finally, the staff human related knowledge and staff good listener respectively. Both have very reasonable predictive values of effects with the same contribution. Para the findings of the current study are in one part aligned with and in another part different from the studies of Choi and Chu (2001). The alignment aspect is that, in totality, staff competency has capacity to invoke patronage. Meanwhile, while the current study looked deeply into the areas where employees could exhibit competencies and each contributions of the explanatory variables, Choi and Chu did not.  Besides, findings also aligned with Chouhan and Srivastava (2014) that management must maintain balancing between their employees and other resources in the industry in terms of improvement. In addition, the findings of the current study slightly differ from Ismail and Abidin (2010) and Osei and Ackah (2015); though, both studies were carried out in services industries. But current study is able to establish the explanatory variables of staff competency that are capable of producing customer�s patronage in hierarchy manner. 
5.0	Conclusion:
Based on the findings, it was shown that staff competency is positive and significant in the light of customer�s patronage of hotels business in southwest, Nigeria, Particularly, employees� problem-solving skills, staff good listener, staff human related knowledge and employee hotel related knowledge. Given this, we concluded that patronage is a function of the aforementioned explanatory constructs.
5.1	Recommendations:
In this study, employee hotel related knowledge was considered the most significance, in terms of contribution, among the constructs of staff competency. Followed by staff possessed problem-solving skills, staff human related knowledge, and staff good listener. Stemming from these findings, it is recommended that management should consistently organise workshop and avail employees to be trained and re-trained in order to be professionally equip with adequate hotel knowledge. Employ experienced and well-trained staff with problem-solving ability, and of course, orientate their workforce on how to exhibit good listening attitude. More importantly, establishing a vibrant customer�s service unit for all sizes of hotels would be an added advantage.
5.2	Policy Implication Recommendations to:
Government:
Since the significant roles play by the tourism sector in every nation's economy (hotels among others), cannot be ignored; it becomes pertinent that Nigeria Government�s efforts should be geared towards giving necessary assistance to the tourism industry, especially, hotels business for its survivals.  For instance, Turner (2015), shown that industries, (hotels inclusive), contributed reasonable level of significant in the areas of GDP, employment, and capital investment. Hence, it shows that if the government can be alive to her responsibility by giving necessary supports to the industry, it will not only add more values to the bottom line of the nation�s economy, but also bring to the minimal level, the evil menaces that had enveloped the country.    
Investors:
Here, investors should engage in the act of corporate social responsibility, by giving necessary support that is capable of boosting the performance of the hotel business. This they can do by providing good road, alternative constant power and water supply to the immediate environment, where they are carring out their business operations. 
5.3	Contribution to Knowledge:
It provides empirical information to support the study that staff competency, is considered an important element in determining the success of a hotel business. It provides a directional cause for financial resources allocation, to significant factors that have a tendency to attract customer�s patronage. It also helps to strengthen the literature, by showing that when customers are satisfied, there is bound for patronage. Hence, as the investors� attention should be directed towards customer�s patronage, so also, priority must be accorded to satisfaction.  Besides, it provides a descriptive framework for the hotels on the implication of adoption of staff competency, and its antecedent influence on customers repeat patronage. Above all, the study showed the hierarchical importance of staff competency and their associated constructs; which can be used as a benchmark against competitors operating in the same industry.
5.4	Suggestion for future research
Patronage has been found to be influenced by success� factors. Success� factors have been classified into two, namely, critical success factors and servicescape. This study investigated staff competency as an aspect of a critical success� factor. Further studies could be directed toward investigating servicescape. Servicescape is a factor ambient condition, layout, colour, design. Also, patronage and hotels owners� personality and influence have been tested in some countries, without such effort being made in Nigeria context. Research effort should, therefore, be directed toward establishing the influence of hotel owners on patronage in Nigeria context. Similarly, some hotels have grown to develop a peculiar corporate culture. Investigating the influence of such culture on patronage, would be a rewarding academic endeavour. 
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Chouhan, V.S., & Srivastava, S. (2014). Understanding competencies and competency modelling: A literature survey. Journal of Business and Management, 16(1), 14-22.
Chu, R.S.K., & Choi, T. (2000). An importance-performance analysis of hotel selection factors in the Hong Kong hotel industry: a comparison of business and leisure travellers. Tourism Management, 21, 363-377.
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Ismail, R., & Abidin, S.Z. (2010). Impact of workers� competence on their performance in
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 PAGE   \* MERGEFORMAT 1



Staff Competencies

Employee human related knowledge


Employee hotel related knowledge


Staff good listener

Customer patronage


Staff problem-solving skills 



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