Strategic Customer Relationship Management and Service Delivery Within the National Police Service in Kenya. A Case of Lamu West Sub-County

Abstract

This study examined the effect of strategic customer relationship management (CRM) on service delivery within the National Police Service (NPS) in Kenya, focusing on Lamu West Sub-County. The study investigated two key components of CRM: Customer experience management and Customer satisfaction monitoring. The study is grounded on Stakeholder Theory, and the study employed a descriptive design with a target population of 400 police officers in Lamu West Sub-County, from which a sample of 200 was drawn using Slovin's formula and proportionate stratified random sampling. Data analysis involved descriptive statistics and regression analysis. The findings revealed that customer experience management (β = 0.198, p = 0.003) and customer satisfaction monitoring (β = 0.274, p < 0.001) had a positive and significant influence on service delivery at the National Police Service in Kenya. The study concludes that CRM practices significantly influence service delivery within the NPS, with complaint handling being particularly impactful. Recommendations include improving customer experience within the NPS requires a shift toward citizen-centric policing. Officers should be trained in soft skills such as courtesy, active listening, and cultural sensitivity. The NPS should adopt structured tools such as periodic surveys, Net Promoter Scores (NPS), and service rating kiosks to measure public satisfaction. Data should be disaggregated by region, service type, and demographic to identify trends and disparities. These findings contribute to both theoretical understanding and practical applications of CRM in public sector organizations, particularly law enforcement, offering insights for enhancing police-community relations and improving service quality