1

ASSESSMENT OF INTERNAL SERVICE QUALITY OF UNIVERSITY LIBRARY:

EVIDENCE FROM A STATE GOVERNMENT UNIVERSITY IN NIGERIA
1
Mohammed Abubakar Mawoli
sabe1120@yahoo.com; +234 805 2869 787
1
Abdullahi B. Yusuf
2
Aliyu N. Idris
1
Department of Business Administration, Ibrahim Badamasi Babangida University, Lapai. Niger State
Directorate of General Studies, Ibrahim Badamasi Babangida University, Lapai. Niger State

ABSTRACT
Universities all over the world are now competing for customers, ranked positions and funding
from stakeholders. To realize these goals and have competitive edge in national and
international university education business, individual universities need to provide superior
service quality to internal and external customers. Thus, this study is evolved to evaluate the
internal service quality of a state university library in Nigeria. The study adopted a survey
research method in which a questionnaire instrument was used to gather data from the internal
customers of the library (e.g. the library staff) numbering 31 in all. Data was analyzed by means
of descriptive and inferential statistics (e.g. mean, correlation and t-test). The study found that
the internal service quality of the library is poor for all service quality dimensions. The study
also revealed that there is significant statistical difference between perceived and expected
service quality of the library. The study, therefore, recommends that the university management
should urgently upgrade the service quality of the university library by way of providing more
library facilities (current books, e-library, computers, office equipment, etc.), train and develop
the staff, and inculcate marketing orientations among the staff.

KEY WORDS: Service Quality, Internal Customer Service, Library, Nigeria.

1. INTRODUCTION
Universities are service organizations basically involved in knowledge delivery activities ranging
from teaching, research and community services. It is, therefore, typical for all universities and
other tertiary institutions to maintain libraries where books, newspaper, journal, records and
other materials are kept for research purpose.
The service quality of a university education or any of its unit such as library deserves to be
measured. This is because it has been theorized, verified and ratified that service quality
increases customer satisfaction (Anderson and Sullivan, 1993; De-Ruyter, Bloemer and Peeters,
1997; Fen and Lian, 2007; and Ree, 2009), customer patronage (Mawoli, 2011), customer loyalty
(Kotler and Keller, 2006; and Lovelock and Wirtz, 2004), purchase intention (Cronin and Taylor;
1992), and financial returns [e.g. cash flow, revenue, return on equity and profitability] (Buzell
and Gale, 1987; Pekovic, 1992; Wiele, Boselie and Hesselink, 2002; Bates, Bates and Johnson,

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2003; and Ree, 2009). The customers of a university library comprises students, academic staff,
non-academic staff, and members of the public. Service quality of a service organization such as
a library can be measured from two perspectives: outside-in approach (OIA) and inside-out
approach (IOA). OIA is when service quality is evaluated based on the perspective of the
customers, while IOA is when service quality is evaluated from the perspective of service
providers or employees (see: Ling, Chai and Piew, 2010). In other words, IOA refers to Internal
Service Quality (ISQ).
Previous researchers have adopted OIA in evaluating the service quality of organizations at
detriment of IOA or ISQ. Therefore, the state of internal service quality of service organizations
remains obscured thereby making a study of this nature a necessity. That is, evaluating the
internal service quality of a library is a novelty in itself as no such study has, to the best
knowledge of the researcher, been attempted in Nigeria.
The study is, therefore aimed at evaluating the internal service quality of a university library,
using a state-government university library in Nigeria as a case study.
1.1. RESEARCH HYPOTHESIS
As a guide to the study, the following null and alternative hypotheses are postulated:
H0:μ ≥ 0 (i.e. There is no statistical difference between perceived and expected service quality of
a state university library).
HA:μ < 0 (i.e. There is statistical negative difference between perceived and expected service
quality of a state university library).
2.0. LITERATURE REVIEW
2.1. Service Quality: Concept and Dimensions
Service quality refers to the extent to which a service meets customers’ expectations (Palmer,
2005), that is, a positive gap between customer perception and expectations of a service offer
(Parasuraman, Zeithaml and Berry, 1985). To Gronroos (1984), service quality is the outcome of
an evaluation process, where the customers compare their expectations with the service they
have received. Service quality is defined differently by Green Jr, Chakrabarty and Whitten
(2007) as the ‘feel good’ factor by the consumer during and after service delivery. That is, a form
of attitude representing a long-run overall evaluation of organization and its services (Cronin and
Taylor, 1994).

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Zeithaml, Parasuraman and Berry (1990) identify ten criteria consumers use in evaluating service
quality, namely credibility, security, access, communication, understanding the customer,
tangibles, reliability, responsiveness, competence and courtesy. In their subsequent research,
Zeithaml, Parasuraman and Berry (2003) found a high degree of correlation among several of
these variables and so consolidated them into five broad dimensions of service quality; vis:
i. Tangibles: This refers to the appearance of physical facilities, equipment and
personnel in a service organization. In other words, every material that is used to give
tangibility to service.
ii. Reliability: This has to do with the firm’s ability to perform the promised service
dependably and accurately.
iii. Responsiveness: This is the willingness on the part of the service supplier (employee)
to assist the customer and provide prompt service.
iv. Assurance: This implies the knowledge-ability and courtesy of employees toward the
customers. It also refers to the employees’ ability to inspire trust and confidence in
handling the customers.
v. Empathy: This is concerned with the attitude of the employee to care for the customer
and give them individualized attention.
2.2. Internal Service Quality
Internal service quality (ISQ) is coined from internal service. According to Farner, Luthans and
Sommer (2001), the concept of internal service – the idea that the whole organization must serve
those who serve – has emerged as one of the most important principle of the service management
approach. The basic principle of internal customer service postulates that every department in an
organization exists to serve someone, whether that be the external customer or internal customer
(e.g. employees or departments within an organization). In service organizations, only the front-
line employees directly serve the external customers, while other employees relate more with
internal customers (company employees) by way of supplying them with inputs, servicing their
office equipment, passing instruction and information, taking strategic decisions etc. so as to
enable the front-liners deliver superior service quality to the external customers. Farner et al.,
(2001) buttress that if everybody in an organization strives to provide their ‘internal customer’
with better service, then the end customer (e.g. external customer) will receive higher customer

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service. Azzolini and Shillaber (1998) submits that quality service to internal customers converts
to quality service to external customers.
According to Miguel, Salomi and Abackerli (2006), internal service refers to services provided
by distinctive organizational units or people working in these departments to other units or to the
employees within an organization. McCarter (1992) as cited in Azzolini and Shillaber (1998)
defines Internal Service as meeting the expectations and requirements for success of those people
inside the company so they can delight customers in the marketplace. Thus, ISQ refers to
meeting or exceeding the quality expectations and requirements for success of organizational
employees so that they can provide superior services at delight of external customers.
2.3. Models for Measuring Service Quality
Palmer (2005) submits that given the complex nature of service quality, there have been
divergent views about the best way to conceptualize and measure it. He, however, classifies
the models advanced for measuring service quality into three frameworks, namely
performance-only measures, disconfirmation models, and importance-performance
approaches.
i. Performance-only measures: In this approach, the service quality of a service firm
is determined by simply asking customers to rate the performance of a service. In
other words, performance-only measures lay emphasis on measuring service quality
after it (a service) has been consumed by the customers. Palmer (2005) contend that
performance-only measures avoid the need to measure customer’s expectations of a
service. This is because there are conceptual difficulties in defining just what is
meant by expectations as well as levels of expectation. There is also the practical
difficulty in measuring customer’s expectations. Palmer (2005:268) argues:
Ideally, expectations should be measured before a service has been
consumed. However, in reality, this is often not practical, so
researchers are likely to record expectations retrospectively. The
danger here is that stated expectations may be influenced by subsequent
performance of service delivery, making the retrospective measure of
expectations fairly meaningless.

Hence, Cronin and Taylor (2002) developed a SERVPERF model, which is a more
direct form of measuring service quality. This approach requires the customer to rate
a provider’s performance, typically extending from ‘1’ strongly agree to ‘5’ strongly
disagree. The SERVPERF instrument requires the consumer to rate only the

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performance of a particular service encounter. This eliminates the need to measure

expectations on the grounds that customer expectations change when they experience
a service, and the inclusion of an expectations measure reduces the content and
discriminant validity of the measures (Cronin and Taylor, 1992, McAlexander,
Kaldenberg, and Koenig, 1994).
ii. Disconfirmation models: This approach, propounded by Parasuraman, Zeithaml and
Berry (1985), regard service quality as the equality or positive difference between
perceptions and expectations (‘P = E’ or ‘P > E’). According to Palmer (2005), measures
of services quality (via disconfirmation or SERVQUAL model) can be derived quite
simply by subtracting expectation scores from perception scores. He added that the sores
can be weighted to reflect the relative importance of each aspect of service quality.
Subsequently, the SERVQUAL result can be used to identify those components or facets
of a service for which the company is particularly good or bad. It can also be used to
monitor service quality over time, to compare performance with that of competitors, to
compare performance between different branches within a company, or to measure
customer satisfaction with a particular service industry generally. In addition, an
organization or industry group can use the information collected using SERVQUAL
model to improve its position by acting upon the result and seeking to surpass customers’
expectations on continuous basis (Palmer, 2005).
iii. Importance-performance analysis (IPA): IPA is a simple and easy to use approach that
compares the performance of elements of a service with the importance of each of these
elements to the consumer (Palmer, 2005). He observed that the scale items often used in
IPA studies are very similar to those used in a typical SERVQUAL study. The difference
occurs though with treatment of scores. Instead of calculating a perceptions minus
expectations (P-E) score, IPA analysis calculates a performance minus importance (P-I)
score. High performance of a relatively important aspect of the service could indicate that
management is ‘over-delivering’ on this aspect of service quality. On the other hand, poor
performance of an important item indicates a priority area for management action.
2.4. Previous Studies
The hypothesis that internal service quality drives external service quality (see: Azzolini and
Shillaber, ; and Caruana and Pitt, 1997) has prompted many researchers on Service Marketing to

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measure the internal service quality of service organizations using SERVQUAL model. For
example, Farner et al., (2001) used SERVQUAL model to measure the ISQ of a wholesaler
organization which was found to exist. Ramseook-Munhurrun, Naidoo and Lukea-Bhiwajee
(2010) adopted SERVQUAL to measure the ISQ of a ‘call centre’ and found that perceived ISQ
was consistently lower than the expected ISQ for all the dimensions. Others who applied
SERVQUAL to measure the ISQ are Frost and Kumar (2001), and Kang, James and Alexandris
(2002).
3.0. METHODOLOGY
3.1. Population and Sample Size
The population of the study comprises all staff of the chosen state university library. The entire
staff of the university library numbering 31 was considered as the sample size for the study.
3.2. Data Collection Instrument
Being a survey, the research data was gathered by means of a questionnaire. The questionnaire is
made up of two sections: Section ‘A’ comprises two SERVQUAL scales (e.g. expectation and
perception scales); and Section ‘C’ contains job satisfaction scale.
3.3. Measurement of Variable
Internal service quality was measured using a modified SERVQUAL scale – a 5-point
Likert scale ranging from 1 for ‘strongly disagreed’ to 5 for ‘strongly disagreed’.
SERVQUAL compares the mean values of employees’ expectation and perceptions of
the library services, where a positive result is a confirmation of library service quality and
negative result signify absence of service quality.
3.4. Analytical Procedure
The research hypothesis was tested using paired-sample t-test. The paired-sample t-test
procedure compares the means of 2 variables for a single group. The procedure computes the
differences between values of the two variables for each case and taste whether the average
differs from ‘0’. All statistical analysis is done by means of Social Science Statistical
Package (SPSS) version 20.
4.0. ANALYSIS AND INTERPRETATION
4.1. Reliability test
The reliability of ‘perception’ and ‘expectation’ SERVQUAL scales was determined using
Cronbach’s alpha method. Analysis revealed that ‘expectation’ scale is reliable by 69%, while

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‘perception’ scale is reliable by 87% (see table 1). Alpha ranges from 0 to 1, and is measure of
internal consistency of multi-item scales. According to Legcevic (2009), a coefficient alpha of
0.50 (or 50%) or higher is a considered to be adequately reliable for group data purposes. (also
see Peighambari, 2007).

Table 1: Reliability Coefficients of the SERVQUAL scales

Factor Number of items Cronbach Alpha

Expectation 21 0.69
Perception 21 0.87
Source: Researchers’ Computation, 2010

4.2. Returned copies of questionnaire

Of the 31 copies of questionnaire distributed to the respondents, only 29 copies equivalent to 94
percent were retrieved. All the returned copies were properly filled by the respondents and thus
found usable.
4.3. Service quality of the university library
It was considered expedient to evaluate the internal service quality of a state university library.
Data analysis revealed that each of the ISQ dimensions of the university library is poor.
Precisely, the expected and perceived service quality of the university library is poor for each of
the tangibility, reliability, responsiveness, assurance and empathy. It is evident from table 2 that
the mean values in respect of ‘perception of library service quality’ (for the each of the 5
dimensions) is less than the ‘expectations’. Moreover, the tangibility aspect of the library
services has poorest service quality, followed by reliability, responsiveness/empathy and
assurance in that descending order (see ranking column in table 2).
Table 2: SERVQUAL Results for the ISQ Dimensions
Service quality Expectations Perception Gap Internal Service Ranking
dimensions (mean) (mean) (Exp-Per) Quality
Tangibility 3.44 4.00 -0.56 Poor 4
Reliability 4.03 4.50 -0.47 Poor 3
Responsiveness 4.05 4.31 -0.26 Poor 2
Assurance 4.28 4.40 -0.12 Poor 1
Empathy 4.12 4.38 -0.26 Poor 2
Source: Field Survey, 2011.

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Furthermore, analysis revealed that there is statistical negative difference between employees’
perception and expectations of library service quality [t-test = -4.442 and P = 0.000] (see table
3). Hence, the null hypothesis, which stipulates that there is no statistical difference between
perceived and expected service quality of a state government university library is rejected. This
suggests that the overall ISQ of the university library is poor.
Table 3: Test of Statistical Difference between Perceived ISQ and Expected ISQ
Variable Mean Std. dev. Std. t df correlation Sig (2-tailed)
Error
mean
Perceived ISQ 83.72 10.843 2.013
Expected ISQ 90.8276 7.10668 1.319668
Perceived & Expected -7.10345 8.61205 1.59922 -4.442 28 0.609 0.000
ISQ
n = 29
α = <0.05

4.4. Findings and Implications

The study evaluated the ISQ of a state university library in Nigeria. Investigation revealed that
employees perceived the ISQ dimensions as not meeting up with their ‘expectations’. This
finding is in tandem with related studies done in developing countries like Nigeria. For example,
Legcevic (2009) found a negative quality gap in all service quality dimension of a university
education in Croatia. Similarly, Filiz (2007) reported a negative service quality gap for the two-
surveyed university library in Turkey, while Singh and Khanduja (2010) found the service
quality of higher education in India to be poor along all the five dimensions of service quality,
namely tangibility, reliability, responsiveness, assurance and empathy.
The quality of tertiary education (library inclusive) in Nigeria has been adjudged in recent years
to be deteriorating in quality perhaps due to inadequate funding of the university by the
government (see: Okebukola, 2011). The incessant industrial action by academic and non-
academic staff unions of Nigerian universities is a reaction to poor funding and dwindling quality
of the university education. Consequently, Nigerian universities have been lagging behind in
terms of world and continental ranking. For example, none of the universities in the country has
been enlisted among the best 3000 university in the world or best 40 universities in Africa in
2011. Worst still, none of the state universities in Nigeria is included among 100 best universities
in Africa. A study by Zammuto, Keaveney and O’Connor (1996) revealed that perceived poor
service will ultimately affect funding and viability in the university sector by reducing the

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popularity of the institution and thus the number and standard of applicants, but that the effect is
indirect and relatively slow.
Another important implication of the research findings is that the negative gaps in the service
quality dimensions can be used for effective planning and allocation of resources. For example,
the tangibility dimension which recorded poorest service quality can be upgraded first, followed
by reliability, responsibility, empathy and assurance. However, since reliability, responsiveness,
empathy and assurance dimensions depends on the skills, motivation and marketing/customer
orientation, the management of the university need to prioritize staff training and development in
order to reverse the trend in library service quality.
Though customer expectations is a reflection of their needs, it (customer expectation) is formed
through exposure to national and international marketing promotions (advertisement, sales
promotion, personal selling, publicity, direct marketing, sponsorship, word-of-mouth influence,
etc.). Most of the marketing promotions in Nigeria are exaggerated (i.e. customers are over
promised) thereby inflating customers’ product and service expectations. Furthermore, the
proliferation and increased access to satellite channels, internet and cell phones has also made it
possible for library users in Nigeria to access, purchase and read latest literature on a subject
matter on-line even before it is available physically in the country. It has also made library users
in Nigeria to view a modern library in the advanced countries via electronic devices and formed
greater library services expectations. The implication of an inflated expectation among
consumers is that it creates unrealistic gap (usually negative) between expected and perceived
service quality of an organization.

5.0. CONCLUSIONS AND RECOMMENDATIONS

The service quality of a state university library in Nigeria was evaluated using internal customers
(library staff) as a data source, which is a divorce from the general practice in which service
quality is evaluated from external customers’ perspective. The service quality of the library was
poor along all the five dimensions, suggesting that the university management needs to restock
and refurbish the library. Additionally, the employees needs to be retrained especially on how to
render superior internal customer service – a sine qua non for delivering superior service quality
to customers. Being courteous, empathic and responsive to customers and their needs are the
little secrets that provide big surprises – perceived high service quality and customer satisfaction.

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5.1. Future Research

Caution should be exercised in generalizing the findings of this study. The number of state
universities in Nigeria is as much as the number of states in Nigeria, which is 36. Thus, evidence
of internal service quality from a single state university library cannot be applicable to another
state university library in Nigeria or even generalized for the entire nation. Thus, the scope of
future research should be expanded to include all state university libraries in Nigeria, federal
university libraries in Nigeria, and/or private universities libraries in Nigeria. In addition, a
comparative assessment of the service quality of state and federal university libraries or private
and public university libraries can be carried out.
Due to inflated consumer expectations which creates unrealistic service quality gap, the study
recommends that future study should analyze service quality of university library using
SERPERF model.
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