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Findings and Implications 4.1 Results: Table 4.1 TANGIBILITY
Findings and Implications 4.1 Results: Table 4.1 TANGIBILITY
Table 4.1 presents the data as to the tangibility as one of the factor of Service quality. Results
show that the tangibility factor has a weighted mean of 3.2083 with descriptive rating of Agree denoting
that there is a high visible in the micro-business. From the given result, all the statements of tangibility
factor had the same description which was agree. The respondents agreed that the micro-businesses
have up-to-date equipment and having a mean of 3.20. The respondents also agreed that the physical
facilities are visually appealing and having a lowest mean of 3.000. It shows that the respondents agree
when employees in the micro-businesses are well dressed and appear net and having a mean of 3.1667.
It also shows that the respondents agree to have a clean physical environment and having the highest
mean of 3.4667 denoting that there is a high visible in the micro-business. Tangible factors point out the
physical status, decoration, personnel’s appearance, cleanliness of the place wherein the services are
delivered, cleanliness, modernity of facilities (Tohidi, Jabbari, 2012) and equipment (Devicais, 2014).
Table 4.2 revealed that the reliability factor has a weighted mean of 3.6167 with descriptive
rating of strongly agree denoting that there is very high visible in the micro-businesses in Compostela.
Reliability indicates the ability of a service provider to provide the given service in a dependable and
accurate way (Das & Pansa, 2014; Ramya, Kowsalya, & Dharanipriya, 2019). From the given result, all
the statements of reliability factor had the same description which was strongly agree. The respondents
strongly agreed when the employees or managers promise to do something by a certain time, they do
and having a mean of 3.5667. The respondents also strongly agreed that when a customer has a
problem, the manager or employees showed a sincere interest in solving it and it has a lowest mean of
3.5333. It shows that the respondents strongly agree when micro-businesses performs the service at the
right time and having a highest mean of 3.70. It also shows that the respondents strongly agree that a
business keeps their records accurately and having a mean of 3.6667 denoting that there is very high
Table 4.3 showed that responsiveness factor has a weighted mean of 3.6333 with a descriptive
rating of strongly agree denoting that there is very high visible in the micro-business. Responsiveness
refers to the will and the promptness with which a service provider provides the service (Das, S. &
Pansa, T., 2014) or the willingness to help customers and provide prompt service (Devicais, 2014;
Ramya, Kowsalya, & Dharanipriya, 2019). The respondents agreed that employees make information
easily obtainable by the customers and having a lowest mean of 3.4667. The respondents strongly agree
that employees give or perform quick services and goods to customers and having the mean of 3.6667.
The respondents also strongly agree when employees in the micro-businesses are always willing to help
customers and having a highest mean of 3.7667. It shows that the respondents strongly agree when
employees are never too busy to respond to customers request and having a mean of 3.6333 denoting
Table 4.4 showed that Assurance factor has a weighted mean of 3.6500 with a descriptive rating
of strongly agree denoting that there is very high visible in the micro-business. Assurance indicates the
ability of the employees to command trust and confidence from the customers based on their knowledge
in the area in which the service is being provided (Das, S. & Pansa, T., 2014) or the knowledge and
courtesy of employees and their ability to inspire trust and confidence ( Ramya, Kowsalya, &
Dharanipriya, 2019). The respondents strongly agreed that the behaviors of employees instill confidence
in customers and customers feel safe in their transactions with employees in the business having a mean
of 3.5667 denoting that there is very high visible in the micro-business. The respondents also strongly
agreed that employees are polite with customers and employees of the business have the knowledge to
answer customers’ questions having a mean of 3.7333 denoting that there is very high visible in the
Table 4.5 presents the data as to the empathy as one of the factor of Service quality. Results show
that the empathy factor has a weighted mean of 3.647 with descriptive rating of strongly agree denoting
that there is very hfigh visible in the micro-business. From the given results, all the statements of
empathy factor had the same description which was strongly agree. The respondents strongly agreed
that the business give customers individual attention having a mean of 3.5667. The respondents also
strongly agreed that their operating hours are convenient to all their customers having a mean of 3.533.
It shows that the respondents strongly agreed that the employees give customers personal service having
a mean of 3.7667. It shows also that the respondents strongly agreed that the employees understand the
specific need of their customer having a mean of 3.7000 denoting that there is very high visible in the
micro-business in Poblacion, Compostela. Empathy is defined as the caring and loving attitude of the
Presented below is the summary of results as to the level of service quality of the micro-businesses in
the municipality of Compostela.
Table 4.6 Summary of results on the level of Service Quality of the micro-businesses
Weighted Mean Description Interpretation
Weighted average 3.55 Strongly Agree This indicates that Service Quality is very
highly visible in the micro-businesses in the
Service quality
municipality of Compostela.
Table 4.7 showed that innovative capability factor has a weighted mean of 3.4083 with a
descriptive rating of agree denoting that there is high visible in the micro-business in Compostela.
Business utilizes their resources and capabilities for the development of innovations, such as new
products, services, or processes to benefits the business (Hill, Brandeau, Truelove & Lineback, 2015).
The respondents strongly agreed that the manager/owner of the business continually look for
opportunities to learn new trends having a mean of 3.5000 denoting that this is very high visible in the
micro-business. The respondents agreed that the manager/owner of the business has formulated and
implemented innovative ideas having a mean of 3.4000. The respondents also agreed that the
manager/owner of the business that introduction and improvements of new and existing products and
services has led to increase in sales and profit and introduction of new channels of distribution for goods
and services has increased profitability having a mean of 3.3667 denoting that this factor is high visible
Table 4.8 shows the average ratings of every question of the organizational system
factor. Organizational Systems is the structure of how an organization is set up. It shows the outlines
how certain activities are directed in order to achieve the goals of an organization. The highest rating of
3.4333 mean scores show that both keeping the accounting records and maintaining up-to-date
employee skills highly contributes to the organizational system factor and the use of two-way
communication having the lowest mean score of 3.0333 indicates that it is a significant part of the
organizational system, yet it is of the least practiced in the business. Organizational factor obtained a
weighted mean of 3.3000.
Table 4.9 RESOURCES
Table 4.9 shows the average ratings of every question of relating to resources as a factor
to business longevity. Human and material resources are number one causes for the longevity of the
business. It is the asset of the business to sustain and operate for a long time. The highest mean score
for this factor is 3.6000 which means that businesses takes time to properly allocate the financial
resources of the business and make efforts for a smooth and efficient management of the business’ cash
flows. The rest obtains the same mean scores of 3.4667 which means that allotting time from
strategizing plans for projects, having enough resources and employees are given equal importance to
the consideration of the resources factor.
Table 4.10 presents the data as to the culture of the organization as one of the factor of business
longevity. Results show that the culture of the organization factor has a weighted mean of 3.4083 with
descriptive rating of agree denoting that there is high visible in the micro-business in Poblacion,
Compostela. The respondents agreed that the communication between managers and employees is very
open having a weighted mean of 3.4667, the manager/business owner is open to suggestion having a
mean of 3.3000, changes suggested by employees and customers are usually implemented having a
mean of 3.3667 denoting that there is high visible in the micro-business in Poblacion, Compostela. The
respondents strongly agreed that the business is compliant to the government policies and guidelines
having a mean of 3.5000 denoting that there is very high visible in the micro-business in Poblacion,
Compostela. Organizational culture refers to assumptions, values and expectations that describe an
Table 4.11 showed that strategy factor has a weighted mean of 3.4083 with descriptive rating of
agree denoting that there is high visible in the micro-business in Poblacion, Compostela. Business
strategy is a crucial part of sustaining businesses at a certain merit above others (Whittle, & Myrick,
2016). It is the general direction set for the company and its various components to achieve a desired
state in the future. Strategy results from the detailed strategic planning process. The respondents agreed
that the manager/owner of the business offer discounts for customers having a mean of 3.4000. The
respondents also agreed that the manager/owner of the business changing consumer perception towards
the goods and services having a mean of 3.2667. The respondents strongly agreed that the
manager/owner of the business promote fairness in the customer's to build customer relationship having
a mean of 3.5667 denoting that there is very high visible in the micro-business. The respondents agreed
that the manager/owner of the business modifying existing services to fit consumer needs having a
mean of 3.4000 denoting that there is high visible in the micro-business in Poblacion, Compostela.
Presented below is the summary of results as to the level of business longevity of the micro-businesses
in the municipality of Compostela.
Table 4.12 Summary of results on the level of Business longevity of the micro-
businesses
Weighted mean Description Interpretation
Innovative capability 3.4083 Agree This indicates that this business
longevity factor is highly visible in
the micro-business.
Organizational system 3.300 Agree This indicates that this business
longevity factor is highly visible in
the micro-business.
Resources 3.4750 Agree This indicates that this business
longevity factor is highly visible in
the micro-business.
Culture of organization 3.4083 Agree This indicates that this business
longevity factor is highly visible in
the micro-business.
Strategy 3.4083 Agree This indicates that this business
longevity factor is highly visible in
the micro-business.
Weighted average 3.4000 Agree This indicates that business longevity
Business longevity is highly visible in the micro-
businesses in the Municipality of
Compostela.
N 30 30 30 30 30 30
In this table, it showed the relationship between the tangible factor of service quality and the
factors of business longevity which are the Innovative Capability, Organizational System, Resources,
Culture of the Organization, and Strategy. Using the Pearson R correlation the null hypothesis was
accepted. Meaning, there was no significant relationship between the tangible factor to innovative
capability because it had a negative correlation which was -.208 and it's p-value (.270) which is more
than .05. There was no significant relationship between the tangible factor to organizational system
because it had a negative correlation which was -.097 and it's p-value (.611) was more than .05. There
was also no significant relationship between the tangible factor to resources because it had a p-value
(.802) which was more than .05. There was no significant relationship between tangible factor to culture
of the organization because it had a negative correlation which was .118 and it's p-value (.536) was
more than .05. There was no significant relationship between tangible factor to strategy because its p-
value (.989) was more than .05 and it has a positive correlation which is .003.
N 30 30 30 30 30 30
In table 4.14, it showed the relationship between the Reliability factor of service quality and the
factors of business longevity. Using the Pearson R correlation the null hypothesis was accepted.
Meaning, there was no significant relationship between reliability factor to innovative capability
because it had a negative correlation which was -.115 and it's p-value (.545) was more than .05. There
was no significant relationship between reliability factor to organizational system because it had a
negative correlation which was -.146 and it's p-value (.443) was more than .05. There was no significant
relationship between reliability factor to resources because it had a negative correlation which was -.121
and it's p-value (.525) was more than .05. There was no significant relationship between reliability
factor to culture of the organization because it had a negative correlation which was -.204 and it's p-
value (.279) was more than .05. There was no significant relationship between reliability factor to
strategy because it had a negative correlation which was -.067 and it's p-value (.723) was more than .05.
N 30 30 30 30 30 30
Table 4.15 showed the relationship between Responsiveness factor of service quality and the
factors of business longevity. Using the Pearson R correlation the null hypothesis was accepted.
Meaning, there was no significant relationship between responsiveness factor to innovative capability
because it had a negative correlation which was -.107 and it's p-value (.575) was more than .05. There
was no significant relationship between responsiveness factor to organizational system because it had a
negative correlation which was -.149 and it's p-value (.432) was more than .05. There was no significant
relationship between responsiveness factor to resources because it had a negative correlation which was
-.134 and it's p-value (.480) was more than .05. There was no significant relationship between
responsiveness factor to culture of the organization because it had a negative correlation which was
-.272 and it's p-value (.146) was more than .05. There was no significant relationship between
responsiveness factor to strategy because it had negative relationship which was -.148 and it's p-value
Correlations
N 30 30 30 30 30 30
Result in table 4.16 showed the relationship between the assurance factor of service quality and
the factors of business longevity. Using the Pearson R correlation, the null hypothesis was accepted.
Meaning, there was no significant relationship between assurance factor and innovative capability
because it had negative correlation which was -.148 and its p-value (.435) was more than 0.05. There
was also no significant relationship between assurance and organizational system because it had a
negative correlation which was -.085 and its p-value (.655) was also more than 0.05. There was no
significant relationship between assurance and resources because it had negative correlation which was
-.117 and its p-value (.535) was more than 0.05. There was no significant relationship between
assurance and culture of organization because it had negative correlation which was -.126 and its p-
value (.508) was more than 0.05. There was no significant relationship between assurance and strategy
because it had negative correlation which was -.039. In Sig. (2-tailed), its p-value was .839, which was
Correlations
In this table, it showed the relationship between the empathy factor of service quality and the
factors of business longevity. Using the Pearson R correlation, the null hypothesis was accepted.
Meaning, there was no significant relationship between empathy factor and innovative capability
because it had negative correlation which was -.131 and its p-value (.489) was more than 0.05. There
was also no significant relationship between empathy and organizational system. It had a positive
correlation which was .019 and its p-value (.921) was also more than 0.05. There was no significant
relationship between empathy and resources because it had negative correlation which was -.016 and its
p-value (.935) was more than 0.05. There was no significant relationship between empathy and culture
of organization. It had positive correlation which was .110 and its p-value (.562) was more than 0.05.
There was no significant relationship between empathy and strategy. It had positive correlation which
was .133. In Sig. (2-tailed), its p-value was .483, which was more than 0.05.
Correlations
Service Quality Business
Longevity
Service Quality Pearson Correlation 1 -.144
Sig. (2-tailed) .449
N 30 30
Business Longevity Pearson Correlation -.144 1
Sig. (2-tailed) .449
N 30 30
Table 4.18 showed the relationship between the two variables which was service quality and
business longevity. Using the Pearson R correlation, the null hypothesis was accepted. Therefore, there
was no significant relationship between service quality and business longevity in the micro-businesses
in the municipality of Compostela because its Sig. (2-tailed) value is more than 0.05 which was .449
Implications of Theory
The results of Pearson R Correlation revealed that the quality of service do not have a significant
relationship to the business longevity. This implies that service quality offered by micro-businesses in
the municipality of Compostela does not affect the business longevity.
The study does not support the study of Berlianto and Bernarto (2015) about the factors affect
the longevity of business in which service quality was one of the factors.
Implication to Practice
Implications of Research
The study is still significant to business owners, future entrepreneurs and future researchers.
Business managers and future entrepreneurs will see the findings in the study to be relevant in
improving the weakest dimension of service quality and business longevity. Future researchers will find
interest in conducting and exploring more studies with a larger sample size in service quality and
business longevity.
CHAPTER V
CONCLUSION AND RECOMMENDATIONS
Conclusions:
1. This study concluded that