AJIBM  Vol.9 No.2 , February 2019
Procedural Justice and Customer Post-Complaint Behaviour in Fast Food Firms in Port Harcourt, Nigeria
Abstract: The study examined the effects of procedural justice on customer post complaint Behaviour. This paper is imperative as any customer dissatisfied and lost becomes a convert to the competitors, thereby reducing the company’s revenue. Data were drawn through questionnaire from 200 employees of fast food firms in Rivers State. Descriptive and inferential statistics were utilized in analyzing the data. The study found that procedural justice is not positively related to repeat purchase, word of mouth and commitment. The study therefore concluded that effective and efficient service delivery anchored on sound grasp of customers’ needs matched with appropriate distributive justice will enhance good post complaint behaviour. We recommend that fast food business should adopt policies such as robust customer collaborative, market intelligence as a means of reassuring customers of super value proposition in their service delivery.
Cite this paper: Chituru Ogonu, G. , Gladson Nwokah, N. and Chinyere Acee-Eke, B. (2019) Procedural Justice and Customer Post-Complaint Behaviour in Fast Food Firms in Port Harcourt, Nigeria. American Journal of Industrial and Business Management, 9, 385-402. doi: 10.4236/ajibm.2019.92026.

[1]   Adams, S.J. (1965) Inequity in Social Exchange: Advances in Social Psychology, Academic Press, New York, 2, 267-299.

[2]   Atalik, O. (2007) Customer Complaints about Airline Service: A Preliminary Study of Turkish Frequent Flyers. Management Research News, 30, 409-419.

[3]   Ballantyne, D. and Varey, R.J. (2006) Creating Value-in-Use through Marketing Interaction: The Exchange Logic of Relating, Communicating and Knowing. Marketing Theory, 6, 335-348.

[4]   Bitner, M.J. (1990) Evaluating Service Encounters: The Effects of Physical Surroundings and Employee Responses. Journal of Marketing, 54, 69-83.

[5]   Blodgett, J.G. and Anderson, R.D. (2000) A Bayesian Network Model of the Consumer Complaint Process. Journal of Service Research, 2, 321-338.

[6]   Crie, D. (2003) Consumers’ Complaint Behaviour: Taxonomy, Typology and Determinants: Towards a Unified Ontology. Journal of Database Marketing & Customer Strategy Management, 11, 60-79.

[7]   Dean, A.M. (2004) Links between Organizational and Customer Variables in Service Delivery: Evidence, Contradictions and Challenges. International Journal of Service Industry Management, 15, 332-350.

[8]   Duffy, J.M. Miller, J.M. and Bexley, J.B. (2006) Banking Customers’ Varied Reactions to Service Recovery Strategies. International Journal of Bank Marketing, 24, 112-132.

[9]   Gelbrich, K. and Roschk, H. (2010) A Meta-Analysis of Organizational Complaint Handling and Customer Responses. Journal of Service Research, 14, 24-43.

[10]   Gruber, T., Szmigin, I. and Voss, R. (2006) The Desired Qualities of Customer Contact Employees in Complaint Handling Encounters. Journal of Marketing Management, 22, 619-642.

[11]   Gruber, T., Szmigin, I. and Voss, R. (2009) Handling Customer Complaints Effectively. A Comparison of the Value Maps of Female and Male Counterparts. Managing Service Quality, 19, 636-656.

[12]   Gruber, T. (2011) I Want to Believe They Really Care: How Complaining Customers Want to Be Treated by Frontline Employees. Journal of Service Management, 22, 85-110.

[13]   Ombudsman Western Australia (2017) Effective Handling of Complaints Made to Your Organisation—An Overview.

[14]   Guba, E.G. and Lincoln, Y.S. (1994) Competing Paradigms in Qualitative Research. In: Denzin, N.K. and Lincoln, Y.S., Eds., Handbook of Qualitative Research, Sage, Thousand Oaks, CA, 105-117.

[15]   Homburg, C. and Furst, A. (2005) How Organizational Complaint Handling Drives Customer Loyalty: An Analysis of the Mechanistic and the Organic Approach. Journal of Marketing, 69, 95-114.

[16]   Johnston, R. and Michel, S. (2008) Three Outcomes of Service Recovery: Customer Recovery, Process Recovery and Employee Recovery. International Journal of Operations and Production Management, 28, 79-99.

[17]   Karatepe, O.M. and Ekiz, E.H. (2004) The Effects of Organizational Responses to Complaints on Satisfaction and Loyalty: Case of Hotel Guests in Northern Cyprus. Managing Service Quality, 14, 476-486.

[18]   Kau, K.A. and Loh, E.W.Y. (2006) The Effects of Service Recovery on Consumer Satisfaction: A Comparison between Complainants and Non-Complainants. Journal of Services Marketing, 20, 101-111.

[19]   Komunda, M. and Oserankhoe, A. (2012) Effects of Service Recovery on Customer Satisfaction and Loyalty. Business Process Management Journal, 18, 82-103.

[20]   Lin, H., Wang, Y. and Chang, L. (2011) Consumer Responses to Online Retailer’s Service Recovery after a Service Failure: A Perspective of Justice Theory.

[21]   Michel, S. and Meuter, M.L. (2008) The Service Recovery Paradox: True or Overrated? International Journal of Service Industry Management, 19, 441-457.

[22]   Michel, S., Bowen, D. and Johnston, R. (2009) Why Service Recovery Fails: Tensions among Customer, Employee, and Process Perspectives. Journal of Service Management, 20, 253-273.

[23]   Morrisson, O. and Huppertz, J.W. (2010) External Equity, Loyalty Programme Membership, and Service Recovery. Journal of Services Marketing, 24, 244-254.

[24]   Nakibin, D., Ismail, I., Marimuthu, M. and Abu-Jarad, I. (2011) The Impact of Firm Reputation on Customers’ Responses to Service Failure: The Role of Failure Attributions. Business Strategy Series, 12, 19-29.

[25]   Namkung, Y. and Jang, S. (2009) The Effects of Interactional Fairness on Satisfaction and Behavioural Intentions: Mature versus Non-Mature Customers. International Journal of Hospitality Management, 28, 97-405.

[26]   Oh, D. (2006) Complaining Intentions and Their Relationships to Complaining Behaviour of Academic Library Users in South Korea. Library Management, 27, 168-189.

[27]   Orisingher, C., Valentini, S. and Angelis, M.D. (2010) A Meta-Analysis of Satisfaction and Complaint Handling Services. Journal of Academy and Marketing Science, 38, 169-186.

[28]   Osarenkhoe, A. and Komunda, M.A. (2013) Redress for Customer Dissatisfaction and Its Impact on Customer Satisfaction and Customer Loyalty. Journal of Market Development and Competitiveness, 7, 102-114.

[29]   Tronvoll, B. (2007) Complainer Characteristics When Exit Is Closed. International Journal of Service and Industrial Management, 18, 25-51.

[30]   Tronvoll, B. (2012) A Dynamic Model of Customers’ Complaint Behaviour from the Perspective of Service Dominant Logic. European Journal of Marketing, 46, 284-305.

[31]   Stauss, B. and Schoeler, A. (2004) Complaint Management Profitability: What Do Managers Know? Managing Service Quality, 14, 147-156.

[32]   Stephens, N. (2000) Complaining. In: Swartz, T. and Iacobucci, D., Eds., Handbook of Service Marketing and Management, Sage Publication, Thousand Oaks, 287-298.

[33]   Tax, S.S., Brown, S.W. and Chandrashekaran, M. (1998) Customer Evaluations of Service Complaint Experiences: Implications for Relationship Marketing. Journal of Marketing, 62, 60-76.

[34]   Thwaites, E. and Williams, C. (2006) Service Recovery: A Naturalistic Decision-Making Approach. Managing Service Quality, 16, 641-653.

[35]   Nwokah, N.G. (2008) Strategic Market Orientation and Business Performance in the Foods and Beverages Firms in Nigeria. European Journal of Marketing, 42, 279-289.

[36]   Nwokah, N.G. and Maclayton, D.W. (2008) An Empirical Examination of Use of Topcards for Purchase of Petroleum Products in Nigeria. Journal of Business and Social Sciences, 1, 271-281.