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INFLUENCE OF QUALITY CHECK MANAGEMENT ON THE PERFORMANCE OF HOTELS

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Product Code: 00009561

No of Pages: 84

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ABSTRACT

The study focused on influence of quality check management on the performance of hotels in Umuhia Abia State. The objectives of the study are; To identify the dimensions of quality check management applicable in hotel operation, to examine the influence of quality check management on employee productivity in hotel operation, to determine the influence of quality check management on the sustainability of hotels in Umuahia Abia State and to assess the influence of quality check management on the customer satisfaction in hotel operation. To achieve the objective of the study, survey research design was adopted. The researcher adopted primary data in getting the required information through the use of structured questionnaire. The population of the study is 38 registered hotels in Umuahia, Abia State with 520 staff strength. The sample size of the study is 226 after adopting Taro Yamane formula. In analysis the data, simple regression analysis was used. The findings revealed that (i) quality check management has a significant influence on employee productivity in hotel operation (ii) quality check management has a significant influence on the sustainability of hotels in Umuahia Abia State (iii) quality check management has a significant influence on customer satisfaction in hotel operation. The study recommends that Hotels should ensure they manage and improve the quality of their product/service that would help in enhancing organizational productivity. Also, hotels should train their staff on quality control. Effective quality control will positively affect organizational performance.

 







TABLE OF CONTENTS

Title page                                                                                                                                i

Approval                                                                                                                                ii

Certification                                                                                                                           iii

Dedication                                                                                                                              iv

Acknowledgement                                                                                                                  v

Table of contents                                                                                                                    vi

List of table                                                                                                                             xi

Abstract                                                             xii


CHAPTER 1: INTRODUCTION

1.1 Background to the study                                                                                                   1

1.2 Statement of the problem                                                                                                 4

1.3 Objectives of the study                                                                                                     6

1.4 Research questions                                                                                                           6

1.5 Research hypotheses                                                                                                         7

1.6 Significance of the study                                                                                                  7

1.7  Scope of the study                                                                                                      8


CHAPTER 2: REVIEW OF RELATED LITERATURE

2.1 Conceptual Framework                                                                                                     9

2.1.1 Meaning and Origin of Quality                                                                                     9

2.1.2 Quality Management                                                                                         9

2.1.3      Quality Management Components                                                                             14

2.1.3.1 Quality Control:                                                                                                          14

2.1.3.2 Quality Assurance:                                                                                                     18

2.1.3.3 Quality Improvements                                                                                                25

2.1.4 Organizational Performance                                                                                          25

2.1.5 Quality Management and Organizational Performance                                                27

2.1.6 The Influence of Management Commitment on Organizational Performance                29

2.1.7 The Influence of Employee Involvement on Organizational Performance                31

2.1.8 The Influence of Continuous Improvement on Organizational Performance                33

2.1.9 The Influence of Customer Focus on Organizational Performance                            34

2.2 Theoretical Framework                                                                                         37

2.2.1 Quality Improvement Theory (Deming, 1986)                                                  37

2.2.2 Theory of Constraints (Goldratt and Cox, 1984)                                               38

2.2.3 Resource-Based View (Barney, 2011)                                                               39

2.3 Empirical Review                                                                                                                         40

2.4 Summary of Reviewed Related Literature                                                                       43


CHAPTER 3: METHODOLOGY

3.1 Research Design                                                                                                               44

3.2 Area of the Study                                                                                                              44

3.3 Population for the Study                                                                                                   44

3.4 Sampling and Sampling Technique                                                                                  44

3.4.1 Sample size determination                                                                                             44

3.5 Instrument for data collection                                                                                           45

3.6 Validity of the instrument                                                                                                 46

3.7  Reliability of the instrument                                                                                       46

3.8 Method of data collection                                                                                                 46

3.9 Method of data analysis                                                                                                    47


CHAPTER 4: RESULTS AND DISCUSSION

4.1 Results                                                                                48

4.1.1 Socio-economic Characteristics                                                                                    48

4.2 Analysis of research questions                                                                                          49

4.3 Test of hypotheses                                                                       53

4.3 Discussion of findings                                               57


CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary                                                                                59

5.1.1 Restatement of the Problem                                      59

5.1.2 Description of Methods Used                                                                                         61

5.1.3 Major Findings                                                    61

5.2 Conclusion                                                                           62

5.3 Recommendations                                                     62

5.4 Contribution to knowledge                                                 63

5.5 Suggestion for further studies                              63

 

 

 

 

 

 

CHAPTER 1

INTRODUCTION


1.1 BACKGROUND TO THE STUDY

One of the most important components of tourism is hospitability industry whose development both internationally and nationally is overwhelming. In fact, specialists in the field provide a special attention to hospitability industry, and within it, to hotel unit (O' Fallon and Rutherfort, 2011; Walton, 2009; Vallen and Vallen, 2012; Fleșeriu, 2011).  The continuous development of service quality management is currently a challenge for the hotel industry having thorough implications for the entire tourism industry. Policy developed by any tourist unit that is focused on service quality management, service strategy, human resources management and information technology assume the raise of many means and energies within the tourist sector as direct contact with customers, intangible supplied services and development of tourist services, are major elements. In the hotel sector, starting with the year 1980, there were concerns as regards quality of services and products supplied to the customers (Johns, 2015) due to the impact that it can generate over the activity performance (Barney, 2011). Thus, it has noticed that quality management can influence the performance indicators in two ways (Rad, 2016): by means of an internal impact (improvement of efficiency, cost cutting etc.) and of external impact (maximization of market share, increase of number of customers, getting of customer satisfaction, image improvement etc.) (Barney, 2011). Quality management (QM) is a business practice that is widely used by many organizations to improve firm performance. The widespread interest in using quality management to improve organizational performance started in the manufacturing sector and later spread to service organizations (Anderson, Daly and Johnson, 2013). Implementing quality management effectively as several empirical studies have indicated can positively influence hotel performance (Kaynak, 2013; Powell, 2015; Samson and Terziovski, 2019). The focus of hotels that implement quality management is on provision of superior customer value, improvement of the efficiency of the processes, increase in productivity, quality improvement, reduction in costs, increase in sales and market share, customer retention and an improved firm image (Kaynak, 2013; York and Miree, 2014). Increased revenues and reduced costs are possible with continuous provision of superior value to customers, improvement of processes and provision of quality product (Kaynak 2013, 2009).  Satisfaction of customers leads to increased revenues because it enables the firm to gain a market competitive advantage (Kaynak 2013; York and Miree, 2014).

 Quality management can be viewed as a management approach made of its principles, practices and techniques (Dean and Bowen, 2014). The principles are a set of fundamental assumptions that explain how the firm is viewed together with its relations to customers, competitors and suppliers. The practices are seen as the activities performed to show and symbolize the principles, such as collecting customer information, improving work processes and managing employees. The techniques are viewed as the procedures and infrastructure for conducting certain practices (Dean and Bowen, 2014).

Quality check management indicate that the perceived benefits of quality management are influenced by individual quality practices such as employee management, process orientation and customer orientation, and different firm characteristics, such as firm size and the degree of capital intensity (Hendricks and Singhal, 2011). Hendricks and Singhal (2011) provide empirical evidence that small businesses benefit more from quality management than their larger counterparts, in terms of achieving more improvement in operating income and sales. 

 

Intensified competition due to globalization and the rapid growth of the tourism market makes the sustainability of hotel businesses possible with the adoption of a service quality management approach. The tourism sector (which hotels part of it) plays an important role in the development of the Nigeria economy. For instance in 2013, the Nigeria tourism sector contributed approximately twelve per cent towards the country’s GDP and eleven per cent towards total employment (World Travel and Tourism Council, 2014). The continued growth of the tourism sector and the foreign exchange earnings it generates has made the tourism sector to be one of the major sectors in the world economy (Singh, 2017). The tourism sector’s multiplier effect on other sectors of the country has lead to development and growth of businesses such as the hotels. Unlike other products and services, the tourism product is consumed at the point of production (Dieke, 2011) making the implementation of service quality management approach very significant for the provision of superior customer service and the most critical in today’s hotels competition worldwide. 

Policy management is the process of creating, communicating, and maintaining policies and procedures within an organization. An effective policy management system can mitigate risk in two ways. First, it makes policies more quickly accessible to direct care staff, guiding care and safety decisions. Second, it can protect an organization from litigation by staying up to date on accreditation standards and creating an audit trail in the case of legal action. Because the process of managing policies can be expensive and time consuming, hospital boards should make the implementation of an efficient policy management system a priority. A comprehensive and well-managed set of policies can support hotel activities by communicating boundaries and expectations, establishing a culture of compliance within the organization, protecting the organization from litigation, and helping achieve the organization’s objectives. The policy can be in the area of quality check to ensure that the hotel maintain good service quality in order to enhance performance and employee productivity.

Hotel services are considered as one of the most important and high customer contact services in the tourism industry (Shahin & Samea, 2010). Service quality management and improvement are the most critical factors in today’s hotels’ business. Hotels are intermediaries who bear the responsibility of satisfying customers by providing quality tourism service in terms of accommodations and leisure to the tourists.  It is therefore crucial to develop an understanding of the success of hotel business. Besides the numerous studies on the quality management and performance linkages, there is scarcity of empirical and conceptual studies on Nigerian firms. Specifically, there are inadequate quality check management and performance on hotels operations in Nigeria.


1.2 STATEMENT OF THE PROBLEM

In many emerging economies especially in Nigeria, hospitality industry had been the economic growth engine and was the major tradable sector in those economies (Tsai, 2014). Hotel industry is burdened by challenges such as resource scarcity, high cost of energy, unreliable electricity supply, low level technology utilization and declining trend of product innovation (UNEP, 2015). Among the major challenges that are facing the industry are poor electricity and time consuming, and bureaucratic procedures. Companies that experience good performance consistently have the understanding of what total quality management means to a business establishment. For this reason, hotels are adopting quality management strategies that work for them in order to improve on, thus the study intends to look at the role played by quality management in influencing performance among hotels with an additional look at the relationship that may exist between quality management and performance. 

Despite the growth and development in technology, hotel industries still stocked with poor quality planning and implementation, this have affected the products and services output. Also, the growing rate of poor quality products/service are increasing at alarming rate. The firms consistently undermined the ISO (International Standard Organization) specification that affect the quality assurance. Even the agencies saddled to checkmate the control and quality standard often abandon the role through corrupt practice and favouritism syndrome. Then, the poor and disequilibrium in control and standard grossly affected the quality improving rate of both product and service. In addition, the persons that regulates and supervises hospitality policies is nothing to write-home about and this have retarded the outlook of control and check-and-balance within the hotel industry. Employees are no longer supervised, management policies no longer observed by management and employees. This has in turn affected the quality of product and service in hospitality industry. Often time, guests complain of poor service from hotel staff, some staff are either sluggish or rude while rendering service to guests/customers. This is as a result of lack of quality check management from hotel managers. 

In view of the foregoing discussion, it is clear that previous studies have not provided adequate evidence on the relationship between quality check management and the performance of hotels. It is on against this backdrop that this study intends to examine the influence of quality check management on hotel performance: mediating role of management policies and supervision in hospitality operation.


1.3 OBJECTIVES OF THE STUDY

The main objective of this study is to examine the influence of quality check management on the performance of hotels in Umuahia, Abia State.

The specific objectives includes;

(i)    to identify the dimensions of quality check management applicable in hotel operation.

(ii)  to examine the influence of quality check management on employee productivity in hotel operation.

(iii)  to determine the influence of quality check management on the sustainability of hotels in Umuahia Abia State.

(iv)  to assess the influence of quality check management on the customer satisfaction in hotel operation.


1.4 RESEARCH QUESTIONS

The following questions guided the study;

(i)    what are the dimensions of quality check management applicable in hotel operation?

(ii)   what is the influence of quality check management on employee productivity in hotel operation?

(iii)  what is the influence of quality check management on the sustainability of hotels in Umuahia Abia State?

(iv)  what is the influence of quality check management on customer satisfaction in hotel operation?


1.5 RESEARCH HYPOTHESES

For the purpose of this study, the following hypotheses were formulated in a null form;

Ho1: Quality check management has no significant influence on employee productivity in hotel operation.

Ho2: Quality check management has no significant influence on the sustainability of hotels in Umuahia Abia State.

Ho3: Quality check management has no significant influence on customer satisfaction in hotel operation.


1.6 SIGNIFICANCE OF THE STUDY

The study will be significant to the following group of people

Hotel industry: the study will enable hotels to know the effect of quality check management on organizational efficiency. The findings of this study will also review to hotels, the dimensions of quality check management that have the ability of enhancing their performance. The study will also help hotels to identify those factors that could hinder the effectiveness of quality check management in an organization.

Employees: the findings and recommendations of is study will also educate employees on the need to improve their service quality that would enhance organizational performance.

Government: The findings of this study will help government and policy makers in taking effective decision relating to policy formation in respect to hospitality industry.

Students; this study will enlighten students of this noble institution and other institutions on the influence of quality check management on hotel performance: mediating role of management policies and supervision in hospitality operation

Researchers: this study will serve as a reference material to researchers who would want to carry out a similar topic in future.


1.8  SCOPE OF THE STUDY

The content scope the influence of quality check management on the performance of hotels in Umuahia, Abia State. The geographic scope is Umuahia, Abia State. The unit scope is the managers and staff of the selected hotels in Umuahia Abia State.

 

 

 

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