See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/325555831

ICT Complaint Management System

Preprint · June 2018

CITATIONS READS

0 1,049

2 authors, including:

Liza Azahari
Universiti Islam Sultan Sharif Ali
15 PUBLICATIONS   2 CITATIONS   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Case Study on Complaint Management on Estate and ICT facilities in a university management context View project

ISLAMIC-BASED DEVELOPMENT: AN ALTERNATIVE TO CONVENTIONAL DEVELOPMENT View project

All content following this page was uploaded by Liza Azahari on 22 May 2021.

The user has requested enhancement of the downloaded file.

 International Journal of `Umranic Studies
Jurnal Antarabangsa Kajian `Umran
‫المجلة العالمية للدراسات العمرانية‬
journal homepage: www.unissa.edu.bn/ijus

ICT Complaint Management within a higher Education Institute in

Brunei Darussalam: A Case Study

Liza Mariah Haji Azahari

Faculty of Islamic Development Management,
Sultan Sharif Ali Islamic University,
Brunei Darussalam.
[email protected] Vol.3, Issue 1 | January 2020

KEYWORDS ABSTRACT
ICT, Complain This study focuses on the ICT aspect of Complaint Management System as there is a
Management, Higher growing utilization of ICT in every process. The utilization of ICT in the education
Education Institute sector is not only important to enhance the teaching and learning experience of
members of the education institute, but also to increase productivity, efficiency and
effectiveness of employees within any organization. This study is a case study on a
higher education institute in Brunei Darussalam and builds on the knowledge of its
ICT Complaint Management System. The purpose of this case study is to gain deeper
understanding into the process on how complaints are received, handled and
resolved in terms of ICT and equipment maintenance. The research objectives of this
case study development are to investigate the internal processes and problems faced
by the department that handles ICT related complaints, identify and assess its key
problems and suggest recommendations that could improve its efficiency or
effectiveness in handling and resolving complaints. The study managed to diagnose
several issues in line with the findings namely in terms of decision-making
processes, means of communication, and staffing. The study provided several
recommendations to address such issues such as designing a systematic decision-
making procedure, an assignment of responsibility matrix as well as the installation
of an IT Infrastructure Library.

Introduction The issue stems from an increase in complaints

surfaced in light of ICT maintenance and
This case study development report focuses on the management within the university. The increase in
ICT aspect of Complaint Management System as complaints also affected daily teaching lessons which
there is a growing utilization of ICT in every process. disrupted the learning process for students, in which
The utilization of ICT in the education sector is not students complained of a lack of wifi access,
only important to enhance the teaching and learning inoperability of projectors among other issues
experience of members of the university, but also to associated with ICT. Further to this, issues relating to
increase productivity, efficiency and effectiveness of the ICT maintenance, students complained of
employees in an organization. This case study takes inaction of a slow response to handling their
place at a higher education institute in Brunei complaints. Thus, due to this issue, the main purpose
Darussalam and builds on the knowledge of its ICT of the case study is to gain a deeper understanding
Complaint Management System. into the process on how complaints are received,
handled and resolved in terms of ICT and equipment
maintenance. The research objectives of this case

Please cite this article as: Azahari L. (2020). ICT Complaint Management within a higher Education Institute
in Brunei Darussalam: A Case Study, International Journal of `Umranic Studies. Vol 3. Issue 1. Pp.13-21.
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

study development are to investigate the internal the higher education institute who are the direct
processes and problems faced by the ICT ‘users’ of the services provided by ICT department.
Department that handles the related complaints, The questionnaires are crafted to gain insights on the
identify and assess its key problems and suggest satisfaction and perception of the ‘user’ on the
recommendations that could improve its efficiency subject matter using ordinal Likert scale and several
or effectiveness in handling and resolving open-ended questions. The theme of questions will
complaints. The research used mixed methods. A focus on three main themes which are: (1)
quantitative sample of 100 students were taken from Procedural Justice; (2) Interactional Justice; and
the higher education institution and qualitative data lastly (3) Distributional Justice. A target number of
was derived via an interview with the director of the 100 respondents were reached within 2 weeks of
ICT Department of the said institute. Qualitative data survey distribution that was conducted in early
endeavoured to explore the internal processes and October 2017.
problems being faced by the department as the
‘provider’ of the service. Qualitative data explored On the other hand, qualitative data collection was
the level of satisfaction and feedbacks on the done via a semi-structured interview with the head
complaint management system as the user or of the ICT Department. The purpose of the interview
receiver of the service. was to gain further insights on the internal processes
and problems being faced by the department and
The paper will discuss several issues that were university in handling and resolving the complaints
identified from the findings on qualitative and in addition to its overview of ICT Complaint
quantitative data were mainly decision-making Management System.
process, means of communication and staffing. These
issues will be analyzed and recommendations will be The limitation of this research was that the
provided based on relevant literature on respondents were mostly students who have spent
management. The recommendations given to less than a year in the university which limits the
improve efficiency and effectiveness of ICT insights on the ‘user’ experience for the system. In
Complaint Management System were through the addition, the assigned university representative
incorporation of technology and specific framework disclosed only limited amount of information that
in decision-making process, Responsibility are related to turnaround time, efficiency of process
Assignment Matrix and Information Technology and the effectiveness of current system.
Infrastructure Library.

Findings
Methodology The Quantitative data looked at (1) Procedural
There are two methods of data collection being used Justice; (2) Interactional Justice; (3) Distributional
to develop this case study to gain further Justice; as well as open-ended responses on overall
understanding in the processes and problems being opinion towards ICT complaint management.
faced with regards to its ICT complaint management
system. The triangulation method used is a
combination of online survey for quantitative data i. Results from survey data collection
and semi-structured interview for qualitative data.
Triangulation research method (Omar & Hamid, The demographic of respondents shows that
2020) can be depicted below: majority of the respondents are female at 79.6% in
comparison to male at 20.4%. The respondents ages
from 18 to 45 with 30% of the respondents are
within their twenties and that 80.6% of the
respondents are current students of the institution.
Furthermore, responses indicate that the largest
group of respondents at 49% have spent less than a
year either working or studying within the
institution.

The responses on Procedural Justice which concerns

Figure 1: Research Design
with the fairness and transparency of the decisions
Quantitative data was collected via an online survey made by ICT department on complaints management
that was created on Google Forms with the survey were mostly leaning towards dissatisfaction or
link being shared through social media (Facebook uncertainty regarding the process. The results have
and Whatsapp Messenger) to take advantage of the shown that majority of the respondents rarely
benefit of using a paperless survey that is capable of complain with half of the respondents are unsure of
reaching large number of respondents. The sample where and how to lodge a proper complaint.
for this survey are the teaching staff and students of Moreover, it was found that complaints are generally
14
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

lodged through forms or informally through the students and staffs at the institute on ICT related
university staff. 63.1% of the respondents believe matter.
that the institution does not have a well-developed
process for recording customer complaints which The department practices ‘open communication’
could be the reason behind 72.8% of the respondents through phone calls, walk-ins or social media
saying that the progress of their complaints is not (specifically Whatsapp Messenger) for lodging
informed. complaints. All information details of major
complaints and critical problems are lodged using
Two other main areas being questioned in the online forms which are recorded and tracked using excel
survey are interactional justice which concerns spreadsheet for future reference. All the complaints
about the ‘user experience’ that focuses on & inquiry are fronted and handled internally with the
interpersonal treatment and distributive justice that support from EGNC and intern students. There is a
concerns about resource allocation particularly on service desk where any complaints or inquiry will be
the satisfaction of the outcome on complaints. The handled, however staff are often not available.
rating scales have shown that majority of the Instead, there is a bell placed to ring the staff for any
respondents are indifferent or neutral towards the walk-in requests. Complaints and inquiries are often
two processes. lodged by students, and staffs. It was estimated that
around 20-30 inquiries are encountered daily, which
Despite not being able to gain much insights towards includes borrowing items, complaints, inquiry for
the satisfaction level, the open-ended questions have assisting with IT staff.
deeper insights on the ‘user experience’. Out of 36
responses, several areas are identified to group In handling critical problems, there are manuals
common feedbacks. There seems to be a high provided by vendors as a reference to follow but if
frequency of dissatisfaction surrounding the areas of: the problems still persist they will get help from the
vendors. Engaging with vendors takes time as there
● lack of maintenance that leads to persistent are procedures to follow (eg. Quotation), therefore
problem and complaints updating the status of their problem to the client (eg.
● inefficient management that affects the teacher) is the most important thing.
ability to resolve complaints in timely Moreover, there are Standard Operating Procedure
manner (SOP) and Escalation Chart in place and
● chosen means of complaints that hinders implemented for any complaints & inquiry received.
effectiveness and transparency If the complaints involved email or network, it will
be then escalated to the Technical unit. All the
● perceptions on the attitude and work ethics findings about the problems, time, root cause, and
of the staff handling complaints that affects the progress will be updated to the director. For
the interactional justice. maintenance of ICT equipments, there is routine
check-up but limited to once every semester.

There are three budgets allocated to the ICT

ii. Results from interview data collection Department which are internal fund, and external
The interview was responded by the Director of the fund (From the Ministry of Education) and EGNC
ICT Department from which the information (specifically for ICT equipment & Infrastructure). In
regarding the complaints handled by the office were addition, the director will usually share the problems
obtained and used for this case study discussion. faced by the department to the top management
which comprise of the higher level executive
Also discussed is the organization structure, an ICT management. Information is communicated through
director at the top leads the department, there are social media or most commonly known as Whatsapp
two senior system engineer analysts from EGNC (E- as it is considered one of the fastest and efficient
Government National Centre) and below them are ways for communication especially within this era of
System Engineer, System Analyst, Programmer & industry 4.0. The problems shared are usually
Education Officer. The lower rank will be Assistant associated with budget issues wherein they will seek
Education Officer, Office Assistant and Clerk advice and ask for solution via Whatsapp. If there’s a
Administration. decision from the top management, they will execute
the decision immediately without having to wait for
However, the issue raised is regarding not sufficient a meeting.
employees as there are only 10 permanent staffs in
the department and additional help from interns and According to the director of ICT, currently, there are
attachment students for managing the inquiry and no plans yet on implementing an online complaint
ICT tasks for the whole campus. In addition, the system for the complaint management in the ICT
staffs had undergone very scarce training but department because it depends on the types of
nevertheless, they do provide internal trainings for complaint being made. In moving forward to become

15
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

more efficient, the director feels that the department In handling complaints from students and educators,
needs an additional of five more employees in order they have recorded the complaint issues written in a
for him to adjust accordingly to the specific tasks logbook, however, the lack of proper procedures on
under the ICT department where an expert both verbal and nonverbal complaints caused the
programmer is required to update the Online delaying of the decision-making process on the
Education System as the system changes frequently problem resolution. Due to limited resources and
due to the introduction of new Academic employees, the conflict arise as only critical
programmes. Additionally, to reduce the staff from complaints are taken seriously while considering the
multitasking, experts for specific job are necessary to minor issues in other time. The multitask staffs could
work effectively. immediately seek solution on the minor issues
without properly identifying the steps required
when complaints are received, to whom they
Discussion & Analysis addressed to, the complaints being assessed within
time period and seek recommendation or solution
Based on the issues highlighted within the findings, (Gouws, 2000)
several areas of management are highlighted to
resolve the issues including improvements in According to the interview, ICT department has
decision-making process, means of communication, stated that they will always keep informing the
and staffing. complainants regarding the problem handling
process status once complaint is filed and managed
to settle most of the issues. However, there are few
answers from the open ended survey we conducted
i. Decision-making process that in general they are not well-informed, or to be
These days the organization treat their employees as heard for their concern, lack of proper forms
part of a working team to accomplish the business’s provided when the staffs unavailable at offices and
goals and decision making is one of the important not providing a suggestion box in every faculty
elements needed to optimize performance. Decision- departments. This shows that there still exists a lack
making is known as “fundamental function in of proper procedures or clear framework of
management and reflects the success and failure of complaint handling process, as well as handling the
the organization that mainly concentrate upon the struggles of making decision and communication
quality of decision” (Elayyan, 2015). Therefore, the between departments.
decision-making styles may reflect on each
individual’s characteristics based on their knowledge
skills in terms of identifying alternative options and ii. Means of communication
consequences of the decision, leadership and
experience. However, the ICT department has limited Communication is an important element to achieve
staffs which leads to work overload, hence, role effective complaints management system (Aziz,
conflict occurs when there is unclear roles and the 2016). The findings from the interview found that
area of the jobs may not match their skills. This could the communication style adopted in the ICT
affect the decision-making of ICT staffs since they can department is an open communication. However, the
make the decision for minor problems without various modes of communicating the complaints
approval from top management. were observed as somewhat not viable because this
would cause confusion and contradicting channels
In some cases, the staffs may make an unsuitable for the receiver’s end. It would also pose some
decision to meet minor complaints. Every staff difficulties to track the complaints. Hence, there
considered every task given to them is important. should be a clearly defined mode of communication
Thus, they cannot identify which one is critical and to make complaints based on its severity and
this result in poor time management to perform the urgency. Managers tend to concentrate and spend
tasks given. Consequently, they tend to lose control more time and attention to those who complain
decision-making and it became inefficient in seeking directly while they are still at the place of the
problem solution (Ombudsman Western Australia encounter (Berry et al., 2014). Consequently, this
Publications, 2010). leads to a lack of attention to those who complained
through other modes or channels (Berry et al., 2014).
Moreover, the ICT department has limited resources In addition, the different complaint channels are
that the staffs may need to borrow equipment such somewhat not equally monitored by the receiver
as projectors, which affects the decision making (Berry et al., 2014). Therefore, it is necessary to have
process. It became a complex process for them to the knowledge of preferred complaint channels as
decide and the need to find alternative ways whether this will help universities to improve the efficiency of
to lend their resources to their staffs and students their complaint management system (Hart and
when an event is ongoing. Coates, 2011).

16
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

Although they seemed to have an open stage of the complaint handling process (Aziz, 2016).
communication system, there is lack in progress Considerably, it is considered to contribute to the
updates amongst staff in the department as well as effectiveness of complaint management as argued by
between complainants. In addition, based on the Larivet and Brouard (2010) in their study. In
findings from the survey, most of the respondents addition, complainants generally prefer contact
were not informed of the progress of their employees to treat them fairly and courteously
complaints. There were no feedback mechanisms (Estelami, 2000; Aziz, 2016). Thus, a positive
and announcements to notify the progress on the interaction between the staff and the complainants is
complaints being made. The lack of transparency crucial in handling complaints and the key to this, is
leads to dissatisfaction for the parties involved. good employee attitude and communication
Complainants should be informed of the status of (Grubert et. al., 2009; Aziz,2016). Also, developing a
their complaints regardless of the progress as this better understanding of how complainants create
would serve as a form of feedback to the and lodge their complaints should give service
complainants (Van et. al., 2012). This also creates providers with the right means to improve their
some sort of reliability or trust between service and other measures when complaints are
complainants and the service provider. One of the made (Susskind, 2006).
standard processes urged by the management
services department of the Prime Minister’s Office is
the evaluation and the follow up stage, where iii. Staffing
decisions are made to act on the complaints and
ensure recurring problems do not appear again in According to the case study of complaint
the future (Aziz, 2016). This results in the reduction management system in ICT department, some of the
of the cost of staff time spent to deal with complaints problems they encountered came from their
in the future (Brennan and Douglas, 2002). management process of HR staffing issues.
Therefore, there is a need in which outcomes or
progress of the complaints are to be communicated Firstly, the department does not have enough
to the complainant to ensure full accountability and employees to run the whole department in the
closure (Aziz. 2016). campus which can be identified as understaffing
issue. A refined definition of understaffing is when a
Moreover, there is an absence of employees situation in an organization where there are too few
attending the designated desk counter. It is vital that employees to perform essential tasks and essential
employees are present as they are the first point of functions of a unit (e.g., Greenberg, 1979; Srivastava,
contact for walk-in complainants. This initial contact 1974).
can prevent the risk of a complainant being passed
on from one staff to another to resolve his or her Understaffing often identified as worker’s main
problem (Bendall-Lyon and Powers, 2001). In that pressure in their work lives (Hudson and Shen,
event, good communication skills have to be 2015). According to Coffey et al. and Poulston,
embedded with the attitude of the frontline understaffing often considered as one of the most
employees. One of the essential features of good difficult area of the job for employees. While most
communication skills in the context of complaint researcher consider understaffing to happen when
handling is listening to the complainants (Brennan there are low number of group members to carry out
and Douglas, 2002). Public services tend to not want the necessary tasks and functions in a working
to listen to complaints and resulting in complainants department or unit.
being transferred to one member of staff to another The respondent mentioned that currently the
and this is supported by one of the feedbacks department have 10 permanent staffs and additional
received regarding attitude of staff (Brennan and temporary staff from interns and students in which
Douglas, 2002). This would cause an organization to he wishes to have another at least five employees to
lose the opportunity to make improvements on their run the department efficiently. Although the
service as information received from complaints are employees are among qualified staff with respective
feedback from consumers that can be incorporated degrees, with insufficient number of employees, they
to the management policy (Brennan and Douglas, have to do multitasking at the same time. Tasks are
2002). done according to the availability of the staffs and
they are responsible of dividing the tasks among
Finally, as half of the complainants felt that the themselves accordingly. This also known as
interaction and treatment of the staff handling their manpower understaffing which means that
complaints were more or less satisfactory in terms of employees in the department generally have the
courtesy, friendliness and responsiveness, this is necessary knowledge, skills, abilities and other
where interactional justice comes into play that attributes (KSAOs) to accomplish a certain tasks and
involves the employee attitude towards handling responsibilities of the group but there are
complaints, which is hardly foreseeable (Aziz, 2016). insufficient employees to complete the amount of
Employee attitude plays a role in the interactional work requires to adequate group performance
17
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

(Hudson and Shen, 2015). This practice will lead to The purpose and objective of this case study is to
inefficiency in completing tasks within a given time gain deeper insights into the process of ICT
and delayed in completion of work given. Complaint Management System within higher
education system and how it can further be
Another problem raised is the lack of expertise such improved to support the growing number of
as expert programmer to update their system every complaints through identification of problems and
time. There is no proper training conducted to train solutions.
the employees hence no specialization and staff is
not learning new skills. As they cannot solve the From collecting quantitative and qualitative data, the
problem on the spot, they are giving out to the result section has provided insights from both the
vendors instead which will lead to vendor dependent ‘provider’ of the service and the ‘user’ of the service
and outsourcing a lot. to gain valuable perspectives to identify the main
problems and areas for improvements. One of the
These problems are among the reasons that will lead main problems identified is in its decision-making
to poor performance of the department and have a process that rises from various internal issues that
great impact to the workplace outcome. Without could be caused by the lack of proper framework as a
taking into account the temporal dynamics of the guideline. The second main problem identified is
staffing situation, the director cannot design means of communication where ‘open
appropriate solutions. One of the ways he can do is communication’ concept has yet to show positive
by hiring additional employees, changing employees result due to various issues particularly in the lack of
with those with the requisite (necessary knowledge, accountability and transparency. The third main
skills, abilities and other attributes) KSAOs or giving problem is regarding staffing, particularly in the lack
them additional training to develop needed expertise of sufficient number of staff to handle the complaints
and skills (Hudson and Shen, 2015). and lack of skilled expertise to resolve the issue
In addition, with multitasking and no proper division faster and efficiently.
of work, the employees could be overworked which The case study has been able to identify key issues
will have impact towards the employee’s customer and these problems are a result of internal issues
service as well as their motivation to work. Although that affect the outcome of the process which further
they are using KPI metric for calculating efficiency of affects the experience of teaching staff and students
the department, there is no record history or to be in a conducive environment. These issues are
performance charts for the employees. Employees related to the concept of industry 4.0 as according to
are not rewarded according to their efforts and Petra & Marko (2019) it is all about including
contribution that they give. Overall this can result to contemporary technologies for processes of
poor performance of the employee and the automation and real-time data exchange which
organization’s output and productivity as a whole. provides a basis for designing the communication
When motivation is poorly managed, they have layer of an institute’s value chain depending on the
possibility to severely limit the organizational usage scenario within the Industry 4.0 concept.
growth and threaten the capability of an
organization. Employee’s presence and contribution
are the core factors and highly important to Recommendation 1: Changes to current decision-
determine the success or failure of an organization making process
(Osabiya, 2015). A major study by Proud Foot
Consulting revealed that mainly the crucial reason As mentioned earlier, there are several problems
for productivity loss was poor working morale raised due to ineffective decision-making to solve the
(Mullins, 2005), which includes the absence of problem. Therefore, a solution relies on setting
positive group spirit, low motivation, and no sense of routine rules, policies and procedures to deal with
belonging, feeling undervalued and inadequately these problems, known as programmed decision-
rewarded. making is recommended. As mentioned by one of the
respondents in their comments, a set of clear rules or
guidelines on how to use and maintain the
equipment can help users to take care of it and
Conclusion and Recommendation prevent it from breaking down.
As there has been a growing utilization of ICT within If there is a lack of staff to efficiently deal with the
the education sector, particularly at an educational complaint, studies indicate that management can
institution in which education is relying more and integrate customers’ contribution towards services
more on ICT within the era of industry 4.0. With high also known as service innovation. In business
volume of ICT utilization by members of the management, external knowledge integration plays a
institution, software issues or equipment failures vital role to stimulate service innovations. (Meik J. &
tend to occur and complaints are lodged to ICT Brock C., 2016) For this case study, students and
Department for further action to resolve the matter. staffs’ ideas should be considered to foster
18
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

innovations and increase customer satisfaction of the • S - Support – Resources assigned to

equipment being used. Responsible. Those who may provide input
to the task, and assist in completing the
It was observed that there was no specific
task.
framework to address the problems arising from the
complaints. If they were communicated to the • C - Consulted – Those who are not directly
authorities in charge, there is a delay in response to involved in a process but provide inputs and
this complaint. An effective decision-making process whose opinions are sought.
must focus on what is important, logical and
consistent. It must take into account analytical as • I - Informed – Those who receive outputs
well as intuitive thinking and among other factors, it from a process or are kept up-to-date on
must be flexible. In this sense, the organization has to progress, often only on completion of the
be able to adapt to the rapid changes in technology task or deliverable.
as well as changes within the education system.
Based on the organization structure, top
Therefore, flexible decisions will be able to
management may assign different roles according to
accommodate such changes when the need arises.
the model. With this model, each of the people
(Robbins & Coulter, 2001)
involved will have specific role and functions to
For the issue of role conflict, the role of group achieve the objectives, and at the same time, the
involvement should be considered in decision communication flow and information passed to each
making which is said to be consistent with the level will be more organised and for the purpose of
current trends toward site-based management and each level. The Director do not need to know the
total quality management. A study on group problem or solutions but an overview or statistic of
decision-making states that decisions that can be the handled complaints or inquiry of each week or
helped with quick results through rapid polling and month, the SLA, average response and resolution
immediate feedback with real time results can be time. This model can also be adapted for planning
enriched through a system called the Electronic softwares such as Knowledge EngineeringWeb
Meeting System. This would allow medium-sized Interface (KEWI) modelling automated planning
groups to work together efficiently, generate ideas tasks in a semi-formal framework. The conceptual
and communicate sensitive issues anonymously. This model used to represent the declarative and
technology will be able to facilitate group problem procedural knowledge in KEWI is described formally.
solving and consensus building through voting The model consists of three layers: a rich ontology, a
systems and prioritization (Spuck et.al., 1997). model of basic actions, and more complex methods.
Incorporating technology will allow the Director of It is this structured conceptual model based on the
ICT to enhance their ICT Complaints Management rich ontology that facilitates knowledge engineering
System (Nasr & Alkhider, 2015) (Gerard and Mccluskey, 2014). Moreover, It is well
known that in the era of industrial revolution, the
role of certain staff have become minimal such as
data input clerks, accountants, among other clerical
Recommendation 2: Responsibility Assignment
duties are now being replaced by a smart human
Matrix
cognitive system, smart machines, and their shared
Communication plays an important role for group communication systems.
decision making efficacy (Randy, 1990).
Responsibility Assignment Matrix is a model, also
known as RACI model (PMI, 2013) which caters for Recommendation 3: Information Technology
this function. RACI acronym stands for Responsible, Infrastructure Library (ITIL)
Accountable, Consulted & Informed and this model
layout the involvement of key roles in completing Another recommendation is that the ICT department
tasks or deliverables for a project or business could implement Information Technology
process (Tiziana, 2010). For this case study, the Infrastructure Library (ITIL) which is one of the best
RASCI model has been recommended, an extension practices for IT Service Management framework,
of RASCI model as seen below (Baker & Dean, 2009): specifically on Service Operation which include the
day-to-day operation activities and management of
• R - Responsible – Person in charge of technology needed to deliver and support services
completing a task. (Axelos, n.d). It reduces the risk of reduced
availability and uptime of service. The ITIL
• A - Accountable – Person who are ultimately
framework assists to improve on Incident
accountable for the correct and thorough
Management, Request Fulfillment and Problem
completion of the deliverable or task, and
Management.
the one to whom Responsible is
accountable. There must be only one With reference to Appendix 1 on Incident
Accountable specified. Management Process Flow, a service desk can be
19
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

assigned which represents the single point of contact Available at:

for any complaints or inquiry and identified as level https://www.researchgate.net/profile/Alex_
1 support (BMC Incident Management, n.d). Incident Douglas/publication/238325372_Complaints
management focuses on doing whatever necessary to _procedures_in_local_government_Informing_
solve the issues which often requires the use of a your_customers/links/00b4952259cd2c25b5
temporary fix, or workaround. There are few 000000.pdf [Accessed 20 Oct. 2017].
important tools used for the diagnosis of incidents
BMC. (2016). BMC.com. Retrieved on 10th October
like Known Error Database (KEDB) and Incident
2017 from http://www.bmc.com/
Model.
Coffey, M., Dugdill, L., & Tattersall, A. (2004). Stress in
While in Problem Management Process Flow social services: Mental well-being, constraints
(Appendix 2), it refers to any unknown cause of one and job satisfaction. British Journal of Social
or more complaints and focus of finding the root Work, 34, 735–746.
cause and remove that cause (BMC Problem Elayyan, A., & Shra ’ah, M. Al. (2015). The impact of
Management, n.d). This is where they are able to decision making styles on organizational
organize their resources on focusing the main cause learning: An Empirical Study on the Public
which create the complaints, rather than performing Manufacturing Companies in Jordan.
fire-fighting work every day. International Journal of Business and Social
While for those inquiry like changing password, Science, 6(4), 54–62.
borrowing IT equipment, the system can implement
Request Fulfillment process which will separate it Estelami, H. (2000). ‘Competitive and Procedural
from complaints or issues (BMC Request Fulfillment, Determinants of Delight and Disappointment
n.d & Axelos, n.d). in Consumer Complaint Outcomes’. Journal of
Service Research 2(3). pp. 285-300.
Lastly, a maintenance management for developing
and implementing preventive maintenance plan
Gouws, E., Smit, B., & Kotzee, A. (2000). Client’s
which inspects equipment regularly as it will further
improve the user experience and create high Complaints Procedure Manual Complaint.
utilization of IT (Kans & Ehsanifard 2012). Momentum Securitites. Retrieved on 12th
October 2017 from
https://www.momentum.co.za/wps/wcm/co
nnect/securities/00f1f5c4-df90-4607-a444-
References
cb4b1f623e27/Client+Complaints+Procedure
Axelos. (n.d). Axelos Global Best Practice. Retrieved on .pdf?MOD=AJPERES
10th October 2017 from Greenberg, C. (1979). Toward an integration of
https://www.axelos.com/ ecological psychology and industrial
Aziz, R. B. H. A. (2016). The effectiveness of public psychology: Undermanning theory,
service complaint management processes in organization size, and job enrichment.
contexts of autocratic governance: the case of Environmental Psychology and Nonverbal
Brunei Darussalam (Doctoral dissertation, Behavior, vol 3, pg 228–242.
University of Birmingham). Gruber, T., Szmigin, I. and Voss, R. (2009). ‘Handling
Baker, Dean (2009). Multi-Company Project Customer Complaints Effectively - A
Management: Maximizing Business Results Comparison of the Value Maps of Female and
Through Strategic Collaboration. J Ross. p. 58. Male Complainants’. Managing Service
ISBN 1-60427-035-7. Quality, 19 (6). pp. 636-656.
Bendall-Lyon, D. and Powers, T. (2001). The Role of Hart, D. and Coates, N. (2011). International student
Complaint Management in the Service complaint behaviour: Understanding how
Recovery Process. The Joint Commission East-Asian business and management
Journal on Quality Improvement, 27(5), students respond to dissatisfaction during
pp.278-286. their university experience. The International
Berry, R., Tanford, S., Montgomery, R. and Green, A. Journal of Management Education, [online]
(2014). How we complain: The effect of 9(4), pp.57-66. Available at:
personality on consumer complaint channels. http://nrl.northumbria.ac.uk/7113/1/IJME3
Journal of Hospitality & Tourism Research, 80.pdf
5(1). Hafidz & Omar (2020) Effective Supervision
Brennan, C. and Douglas, A. (2002). Complaints Workshop. UNISSA.
procedures in local government. Hudson, C. and Shen, W. (2015). Understaffing
International Journal of Public Sector Organizational Psychology Review. Retrieved
Management, [online] 15(3), pp.219-236. on 25th October 2017 from
20
 Azahari L. / International Journal of `Umranic Studies (Vol 3, Issue 1 January 2020)

http://journals.sagepub.com/doi/pdf/10.117 https://link.springer.com/chapter/10.1007/
7/2041386615576016 978-0-387-35090-5_6)
Larivet, S. and Brouard, F. (2010). ‘Complaints Are A Srivastava, R. K. (1974). Undermanning theory in the
Firm’s Best Friend’ Journal of Strategic context of mental health care environments.
Marketing 18(7). pp. 537-551. In D. H. Carson (Ed.), Man environment
Meik J., Brock C. (2016) A Conceptual Contribution to interactions, Part II (pp. 245–258).
Research on Stimulating Service Innovation – Stroudsburg, PA: Dowden, Hutchinson, &
The Interrelation of Service Innovation and Ross.
Customer Complaint Management. In: Susskind, A. M. (2006). An examination of guest
Plangger K. (eds) Thriving in a New World complaints and complaint communication
Economy. Developments in Marketing channels: e medium does matter! Cornell
Science: Proceedings of the Academy of Hospitality Report, 6(14), 6-12.
Marketing Science. Springer, Cham (Accessed Tiziana, M. (2010). Leveraging Applications of Formal
on 25/10/2017: Methods, Verification, and Validation: 4th
https://link.springer.com/search?query=Cust International Symposium on Leveraging
omer+Complaint+management) Applications, Isola 2010, Heraklion, Crete,
Mullins, L.J. (2005). Management and Organisational Greece, October 18–21, 2010, Proceedings,
Behaviour. Prentice hall. UK 7th Ed. Part 1. Springer. p. 492. ISBN 3-642-16557-5.
88(431):1052-1058. Van Vaerenbergh, Y. et al. (2012). The Impact of
Kans, M., Ehsanifard, K. & Moniri, A. (2012). Criteria Process Recovery Communication on
and model for assessing and improving Customer Satisfaction, Repurchase
information technology maturity within Intentions, and Word-of-Mouth Intentions.
maintenance.Journal of Physics : Conference Journal of Service Research, 15(3), pp.262-
Series 364 012097. 279.
Nasr, O. & Alkhider, E. (2015). Online Complaint
Management System. International Journal of
Innovative Science, Engineering &
Technology, Vol 2 (6). ISSN 2348-7968
Ombudsman Western Australia Publications. (2010).
Effective handling of complaints made to
your organization. Retrieved on 16th October
2017 from
http://www.ombudsman.wa.gov.au/Publicat
ions/Documents/guidelines/Effective-
handling-of-complaints-made-to-your-
organisation.pdf
Osabiya, B. (2015). The effect of employees’ motivation
on organizational performance. Retrieved on
25th October 2017 from
http://www.academicjournals.org/article/ar
ticle1433502383_Osabiya.pdf
Poulston, J. (2008). Hospitality workplace problems
and poor training: A close relationship.
International Journal of Contemporary
Hospitality Management, vol 20, pp 412–427.
Randy Y. Hirokawa (1990) The Role of Communication
in Group Decision-Making Efficacy: A Task-
Contingency Perspective, Vol 21, Issue 2, pp.
190 - 204.
Spuck, D.W et. al. (1997) Technological facilitation for
decision-making in education. In: Fung
A.C.W., Visscher A.J., Barta BZ., Teather D.C.B.
(eds) Information Technology in Educational
Management for the Schools of the Future.
IFIP — The International Federation for
Information Processing. Springer, Boston,
MA. (Accessed on 25/10/2017:
21

View publication stats