Abstract:
Customer service quality is still a major problem in Zimbabwe’s telecommunications sector. Customers
often face network failures, slow responses to complaints, and poor communication with service
providers. These problems reduce customer satisfaction. This study aimed to develop a framework to
improve customer service in the sector. It focused on how network reliability, how quickly complaints
are resolved, staff skills and empathy, and customer involvement in service improvement affect
customer satisfaction. The study used data collected in Manicaland Province, Zimbabwe. A convergent
parallel mixed-methods approach was used. Quantitative data were collected from a random sample
of 220 customers, while qualitative data were collected from 13 purposively selected participants,
including managers and frontline customer service staff. Data analysis was conducted using SPSS
AMOS version 23 and thematic analysis. The results showed that network reliability had a strong and
positive effect on customer satisfaction (𝛽 = 0.514, p-value < 0.001). Staff competence and empathy
also had a significant positive effect on customer satisfaction (𝛽 = 0.336, p-value = 0.006), showing
that skilled, respectful, and caring staff improve customers’ experiences. In contrast, complaint
resolution efficiency did not have a significant effect on customer satisfaction (𝛽 = 0.039, p-value =
0.771). The analysis further showed that value co-creation partially mediated the relationship between
network reliability and customer satisfaction, as well as between staff competence and customer
satisfaction. The study concluded that customer satisfaction can be improved by upgrading network
infrastructure, providing ongoing staff training, empowering frontline employees, and creating formal
mechanisms for customer engagement. It also recommended that regulators such as the Postal and
Telecommunications Regulatory Authority of Zimbabwe (POTRAZ) enforce service quality standards,
and that policymakers support digital inclusion and innovation.
