EFFECTS OF IMPLEMENTATION OF TOTAL QUALITY

MANAGEMENT ON THE PERFORMANCE OF HOSPITALITY

INDUSTRY.ACASE STUDY OF THE NYAKOE HOTEL

OWINO VICTORIA ATIENO

A RESEARCH PROJECT SUBMITTED IN PERTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE AWARD OF DIPLOMA IN HOSPITALITY MANAGEMENT

SEPTEMBER, 2022
 DECLARATION AND RECOMMENDATION

DECLARATION
This research report is my original work and has not been presented to any university.

No part of this report should be reproduced without my consent.

SIGN …………………………………. DATE ……………………………………….

OWINO VICTORIA ATIENO

ADM NO: 26571

RECOMMENDATION

This research report has been submitted with my approval as the College supervisor.

SIGN …………………………………………………DATE……………………………….

M/S NANCY NJERI

LECTURER

East Africa Institute of Certified Studies

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 ACKNOWLEDGEMENT
I wish to thank all members of Nyakoe Hotel who cooperated and helped me to carry out this
research report. Special thanks go to my supervisor M/S Nancy Njeri for her invaluable support
and motivation towards the completion of this report. I also acknowledge lecturers in Business
department, East Africa Institute of Certified Studies for the role they played towards the success
of this research report.

May almighty God bless you all.

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 ABSTRACT

Effects of implementation of total quality management on the performance of hospitality

industry in Nyakoe Hotel Kisii County. This research report is aimed at assess effects of
implementing total quality management on performance. The study will be guided by these
specific objectives: to investigate the effects of leadership commitment on the implementation of
total quality management on performance, to determine the effects of communication on total
quality management on performance and to establish whether motivation reactivates efficiency
on total quality management on performance. To achieve the objective of the study a case study
design will be used. The target population was 50 employees in Nyakoe Hotel. Primary data will
be used in the entire study, tables, charts, graphs and frequency tables will be used to present
various aspects of the variables. With the findings the following recommendations will be made,
the study seek to reveal that leadership required to be implemented Total Quality Management is
demonstrated by leading by example and by putting in time and dedicating yourself to setting the
example. Leaders should be willing to invest time: resources and most important to relate the
change the way the organization will function. The study established that, Total Quality
Management to be implemented well the top management should allow clear communication in
the sense that communication is a two-way process also they should allow for reaction from
employees who implement the process at the lower level.

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 Table of Contents
DECLARATION...........................................................................................................................ii
ACKNOWLEDGEMENT...........................................................................................................iii
ABSTRACT..................................................................................................................................iv
LIST OF TABLES..................................................................................................................... viii
LIST OF FIGURES.....................................................................................................................ix
CHAPTER ONE............................................................................................................................1
INTRODUCTION......................................................................................................................... 1
1.1 Background of the study.........................................................................................................1
1.2 Statement of the problem.......................................................................................................4
1.3 Objectives of the study...........................................................................................................5
1.3.1 General objective.............................................................................................................5
1.3.2 Specific objectives...........................................................................................................5
1.4 Research Question................................................................................................................. 5
1.5Justification of the study......................................................................................................... 5
1.6 Scope of the study..................................................................................................................6
1.7 Limitations of the study......................................................................................................... 6
1.8 Assumptions of the Study......................................................................................................6
1.9 Operational definition of terms..............................................................................................7
CHAPTER TWO...........................................................................................................................8
LITERATURE REVIEW.............................................................................................................8
2.1 Introduction............................................................................................................................8
2.2 Theoretical literature..............................................................................................................8
2.2.1 The theory of Deming`s of Total Quality Management..................................................8
2.2.2 Crosby`s theory of total quality management.................................................................9
2.2.3 Joseph Julian’s Theory..................................................................................................10
2.3 Empirical literature.............................................................................................................. 10
2.3.1 The impact of leadership commitment on the implementation of total quality
management on performance.................................................................................................12

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 2.3.2 The impact of communication on total quality management on performance..............14
2.3.3 The impact of motivation on total quality management on performance..................... 18
2.4 The impact of performance on total quality management................................................... 21
2.5 Conceptual framework.........................................................................................................23
24
CHAPTER THREE.....................................................................................................................25
RESEARCH METHODOLOGY...............................................................................................25
3.1 Research design................................................................................................................... 25
3.3 Target Population.................................................................................................................25
3.4 Sample Size..........................................................................................................................25
3.5 Data collection Procedure....................................................................................................26
3.6 Instruments.......................................................................................................................26
3.6.1 Validity of research instruments................................................................................... 27
3.6.2 Reliability of research instruments................................................................................27
3.7 Ethical Consideration...........................................................................................................27
3.8 Data Analysis and presentation............................................................................................27
CHAPTER FOUR....................................................................................................................... 28
DATA ANALYSIS AND DISCUSSION................................................................................... 28
4.1 Introduction........................................................................................................................... 28
4.2 Demographic Information of the Respondents...................................................................28
4.2.3 Highest Education Level...................................................................................................31
4.2.4 Work Experience.............................................................................................................. 32
4.3 LEADERSHIP COMMITMENT........................................................................................ 33
4.4 Communication......................................................................................................................34
4.5 Motivation.............................................................................................................................. 34
4.6 Performance...........................................................................................................................35
4.7 Discussions..............................................................................................................................35
4.7.1 Leadership Commitment...................................................................................................35
4.7.3 Communication.................................................................................................................36
4.7.4 Motivation.........................................................................................................................36
CHAPTER FIVE.........................................................................................................................38

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SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION....................... 38
5.1 Introduction............................................................................................................................ 38
5.2 Summary of research findings.............................................................................................. 38
5.2.1 Leadership commitment................................................................................................... 38
5.2.2 Motivation........................................................................................................................ 38
5.2.3 Communication................................................................................................................. 38
5.2.4 Performance...................................................................................................................... 38
5.3 Conclusions............................................................................................................................. 39
5.4 Recommendations for further studies.................................................................................. 39
5.5 Suggestions for further study................................................................................................ 40
REFERENCES............................................................................................................................ 41
APPENDICES.............................................................................................................................. 43
Appendix I: Questionnaire......................................................................................................... 43
Appendix II: Research Time Frame........................................................................................... 51
Appendix III: Research Budget.................................................................................................. 52

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 LIST OF TABLES
Table 3.1 Sample Size …………………………………………………………………… 26

Table 4.2.1 Gender ………………………………………………………………………. 28

Table 4.2.2 Age analysis ………………………………………………………………….. 29
Table 4.2.3 Highest Education Level …………………………………………………….. 31
Table 4.2.4 Work Experience …………………………………………………………… 32
Table 4.3.1 Leadership Commitment ……………………………………………………. 33
Table 4.4.1 Communication ……………………………………………………………… 34
Table 4.5.1 Motivation ……………………………………………………………………. 34
Table 4.6.1 Performance ………………………………………………………………….. 35

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 LIST OF FIGURES
Figure 2.1 Conceptual Framework ……………………………………………………… 24

Figure 4.2.1 Gender …………………………………………………………………….. 29

Figure 4.2.2 Age Analysis ……………………………………………………………… 30

Figure 4.2.3 Highest Education Level …………………………………………………… 31

Figure 4.2.4: Work Experience …………………………………………………………. 32

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x
 CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Total quality management is a method of managing organizations, systems and even households
so that every process is carried out right first time and always. It focuses on improving the
products and services demanded by customers and clients who directly or indirectly associate
with a particular organization. Total quality management requires that all employees are
continuously trained in matters of quality and that quality culture is created within the
organization, (Gosh 2005).

Total quality management is an approach to improving the competitiveness, effectiveness and

flexibility of a whole system. It is essentially a way of planning, organizing and understanding
each activity, and depends on each individual at each level. For authority to be truly effective
each part of it must properly work together towards the same goals, recognizing that each person
and each activity affects and is in turn affected by others. (Gosh,2005). Total quality
management is both a philosophy and set of some guiding concept, principles and practices that
represent the foundation of organizations that strive to continuously improve. Total quality
management applies human resource and quantitative tools for improving all the process
occurring within a set up and for meeting customer current and future needs. It integrates the
functions of management; technical and analytical and continuous improvement of practices
Total Quality management addresses the quality of management as well as the management
quality. It involves all stake holders in a long-term practice to develop process that are customer-
oriented flexible and responsive that constantly improve quality, (Joseph Juan,2006).

Total quality management application was an opportunity to take an overall view of work
content, loads and volumes to look back on what has been achieved during the reporting period,
the cost and delays and degree of objectives for the next. A badly designed framework
application was operated by untrained and poorly motivated managers and hostility introduced,
this will damage relationships and provide no benefits. Total quality management was an

1
approach to improving the competitiveness, effectiveness and flexibility of overall operations. It
was essentially a way of planning, organizing and understanding each activity, and depending on
each individual at each level. For an organization to be truly effective each part of it has to work
properly towards the same goals, recognizing that each person and each activity affects and was
in turn affected by others (Michael Joyce, 2008). It was a way of leading people’s lives of wasted
effort by bringing everyone in the process of improvement, so that results were achieved in less
time as said by (Oakland, 2005).

In United States of America, total quality management consists of organization wide efforts to
install and make permanent a climate in an organization continuously improves its ability to
deliver high quality products and services to customers. Total quality management enjoyed
widespread attention during the late 1980s, the developed countries of North America and
Western Europe suffered economically in the face of stiff competition from Japan`s ability to
produce high-quality goods at competitive cost. (Army regulation 5-1 retrieved 2013-10-19
Nelson Robert T (1991-01-10).

The United States undertook its own soul-searching expressed most pointedly in the television
broadcast of “if Japan can why can`t we? Firms started reexamining the techniques of quality
control invented over the past 50 years and how those techniques had been so successfully
employed by the Japanese. In the spring of 1984, an arm of the United States Navy asked some
of its civilian researchers to assess statistical process control and the work of several prominent
quality consultants and make recommendations as to how to apply their approaches to improve
the navy`s operational effectiveness. In 1985 they branded total quality management. Now
through Navy the total quality management spread throughout the United States Federal
Government, resulting in the following: The creation of the Malcolm Baldrige National Quality
Award in August 1987 and the creation of the Federal Quality institute in June 1988.

The private sector followed suit, flocking to total quality management principles not only as a
means to recapture market share from the Japanese, but also to remain competitive when bidding
for contracts from the Federal Government since total quality requires involving suppliers not

2
just employees in process improvement efforts. (Juran,Joseph M (1995)A history of managing
for quality).
The Kenya Economic Report (2013) lists holidaying as a major purpose of travel to Kenya for 75
percent of all arrival. Business arrivals stood at 8 percent with conference arrivals taking 3
percent. The Government undertook the last national hotel classification exercise in 2002-2003
but since then the number of new hotels has come up while some have improved their product
and facilities due to total quality management. Quality of services in hotels is a key aspect in
destination choice and repeat visit the two aspects that mainly account for tourism growth in
Kenya. This is confirmed in the surveys undertaken in August and September 2002, where 10%
of the tourists selected Kenya due to availability of good quality hotels and good quality hotels
accounted for 8.6% of pleasant memories of Kenya of 3%whose stay in Kenya was not up to
their expectations,16% quoted poor hotel management as the reason why their expectations were
not met (RAS, 2002). Kenya has over 9000 town hotel beds over 13000 vacation hotel beds and
over 5000 lodge hotel beds. The estimated bed-night capacity is 17.4 million, operating at 40.3
percent occupancy level which is below optimal level as due to quality. Availability of quality
hotels and quality services are the key destination choice drives. Studies have been done on the
importance of quality, most focusing on total quality management implementation but no
research as yet been carried out seeking to outline the various quality management practices
adopted by rated hotels in Nairobi. The researcher possesses the following questions. Do
managers of hotels in Nairobi apply total quality management in their hotels. How is doing it
related to the operational performance of hotels, (Thiong`o 2007).

Recently in 2016 the town hosted over 6000 participants who turned up for the Entrepreneurship
summit that boosted the economy at great percentage as a result of good quality services.
However, Kisii is set for a major re-branding of its hospitality industry to ensure that it reaches
international map. All these had to happen due to favorable accommodation rates, good climate
and easy accessibility. In all total quality management has to be employed in these hotels for
better services.

It is the role of management that all functions understand the objectives, benefits and purpose of
total quality management. Careful preparation and understanding are required if its process is to

3
be successful, worthwhile and relevant. Total quality management exists to improve efficiency
by ensuring that all things are carried out right, the first time, every time and striving for zero
defects and elimination of all waste (peter bailey, 2005).

1.2 Statement of the problem

Total quality management enables one to identify, evaluate and develop framework for
implementing effective quality and productive initiatives. It is a tool to encourage Strong quality
performance and to maintain that high level of quality performance and to motivate where there
was poor quality performance to do better. It is also a tool to attain a high accountability and
efficiency within a set up without the need for frequent policing and supervision,(Iysons 2005).

Total quality management is used to attain desired results and that is get it right first time and get
it right always, many clients who visited public parastatals and private entities expressed their
dissatisfaction with the kind of services they were getting from these institutions. The researcher
would like to know if total quality management practices have positively been related to
performance at Nyakoe hotel and has it lead to competitive advantage since it was established,
(Peter bailey frame,2005).

The researcher assesses whether managers at Nyakoe hotel expresses total quality management
in the following ways: establish a multipoint communication among employees, customer and
use information efficiently and effectively, do they allow employees in decision making process
and empower them. How effective knowledge management ensures that employees in Nyakoe
hotel obtain timely reliable, consistent, accurate and necessary data and information as they need
to do their jop effectively and efficiently in their working environment. To come out clear
whether employees in Nyakoe hotel are well trained as to total quality management to improve
their proficiencies in their tasks. Do Nyakoe hotel focus on serving the external customers and
are they aware of the customers’ expectations and requirements and then offer the services
accordingly as per total quality management, (Jiju Antony2002).

Those are some of the areas the researcher would like to look on, but more especially the top
management commitment and participation in total quality management practices are the
most important factors for the success of total quality management practices.

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1.3 Objectives of the study

1.3.1 General objective

To assess the effect of total quality management on the performance of hospitality industry.
A case study of Nyakoe Hotel, Kisii county.

1.3.2 Specific objectives

i. To investigate the effects of leadership commitment on the implementation of
total quality management on performance.

ii. To determine the effects of communication on total quality management on performance.

iii. To establish whether motivation reactivates efficiency on total quality management

on performance.

1.4 Research Question

i. What are the effects of leadership commitment on the implementation of total quality
management on performance?

ii. What are the effects of communication on total quality management performance?

iii. To come out well whether motivation reactivates efficiency on total quality
management performance?

1.5Justification of the study

The study is aimed at investigating the success factors attributable to the use of total quality
management on performance in hospitality industries. This facilitate improvement on the sector
of hospitality industries as the industries tries to implement total quality management to effect on
their performance. The government is also to provide required policies, regulation like free
authority of easy access at any point for a researcher to do is research, more likely the
government should come up with appropriate policies that support total quality management
effectively and other interventions that are necessary to ensure smooth operations for all
concerned parties as researchers may wish to use the findings and carry out further research,
(total quality management master plan portable document format)

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1.6 Scope of the study
The study will focus on the assessment of the effect of implementation of total quality
management in the performance of hospitality industry a case study of the Nyakoe Hotel There
has been a lot stiff competition in the hospitality industry sector concerning the performance
thereby the study will aim at assessing the effectiveness of the difference strategies employed by
the various hospitality industries to enhance and promote their performance, (Total quality
management master plan).

1.7 Limitations of the study

It`s true that for one to carry out a research of this nature, one would undergo some of the
challenges like: it was somehow hard while doing inquiry within the Nyakoe hotel some of the
respondent may not seem to be at a point of giving response freely, which may force the
researcher to go back to the institution in order to access the official letter, another challenge
would be due to the nature since it was rainy season the researcher may not access all the
respondent in good time in that nature had to take the day,(Journal of management 39 January
2013).

1.8 Assumptions of the Study

The policies of the organization remained the same during the research period because there
will be no industrial actions at the organization, it remained operating normally. All
respondents will be involved to respond positively.

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1.9 Operational definition of terms
Total quality management-this is a comprehensive and structured approach to organizational
management that seeks to improve the quality of producer and service through ongoing
refinements in response to continuous feedback.

Hospitality industry- is a broad category of fields within service industry that includes
lodging, event planning, theme-parks, transportation and additional fields within the
tourism industry.

Performance-is the accomplishment of a given task measured against preset known standards of
accuracy, completeness, costs and speed. Hence it can be deemed to be the fulfillment of an
obligation.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction
This chapter reviewed the various factors that are related to research. These factors are theories
in relation to total quality management, main variables with their indicators and how they affect
total quality management on its implementation, that’s, communication, job motivation,
performance and leadership towards reaching the problem at hand. The aim was to make anyone
reading this study like business operators, scholars, researchers, government and hospitality
industry management understand these factors and relate them easily.

2.2 Theoretical literature

2.2.1 The theory of Deming`s of Total Quality Management

Deming’s theory on quality service provision rests on management. He identified the system of
profound knowledge; quality is equal to the results of work efforts over the total costs. If a
company is to focus on costs, the problem was that cost while quality deteriorates. Deming
system of profound knowledge consists of the following four points; system appreciation-an
understanding of the way that the company’s process and system work. Variation knowledge
understanding of the variation occurring and the cause of the variation. Knowledge theory- the
understanding of what can be known, psychology knowledge- the understanding of human
nature. By being aware of different types of knowledge associated with an organization, then
quality service can be broached as a topic. Deming came up with 14 points on quality
management. They are;
Create constancy of purpose toward improvement of product and service, with the aim to
become competitive and to stay in business, and to provide jobs. Adopt the new philosophy. We
are in a new economic age. Western management must awaken to the challenge, must learn their
responsibilities, and take on leadership for change. Cease dependence on inspection to achieve
quality.

Eliminate the need for inspection on a mass basis by building quality into the product in the first
place. End the practice of awarding business on the basis of price tag. Instead, minimize total
cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and

8
trust. Improve constantly and forever the system of production and service, to improve quality
and productivity, and thus constantly decrease costs. Institute training on the job. Institute
leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need of overhaul, as
well as supervision of production workers.

Drive out fear, so that everyone may work effectively for the company. Break down barriers
between departments. People in research, design, sales, and production must work as a team, to
foresee problems of production and in use that may be encountered with the product or service.
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new
levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the
causes of low quality and low productivity belong to the system and thus lie beyond the power of
the work force.

Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate
management by objective. Eliminate management by numbers, numerical goals. Substitute
leadership. Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers
that rob people in management and in engineering of their right to pride of workmanship. This
means, inter alia, abolishment of the annual or merit rating and of management by objective.
Institute a vigorous program of education and self-improvement. Put everybody in the company
to work to accomplish the transformation. The transformation is everybody's job States that,
systems must consist of various components for it to run effectively. These components include
things such as having different departments run different components that are concerned with it.
On the other hand, by empowering employees to run important transactions for the organization,
such as signing documents on behalf of the company. This theory is very important in that if one
department fails, the entire company is put in jeopardy; but on the other hand if it is run
appropriately, there is pleasure to have success.

2.2.2 Crosby`s theory of total quality management

Philips Crosby is another person credited with starting the total quality management movement.
He made the point, much like Deming that if you spend money on quality it is money that is well

9
spent. Crosby based on four absolutes of quality management and his own list of fourteen steps
to quality improvement Crosby`s four absolutes are, we define quality as adherence to
requirements. Prevention is the best way to ensure quality. Zero Defects is the performance
standards for quality. Quality is measured by the price of nonconformity. The fourteen steps to
continuous quality improvement for Crosby are.

Attain total commitment from management, form a quality improvement team, create metrics for
each quality improvement activity, determine cost of quality and show how improvement will
contribute to gain, train supervisors appropriately, encourage employees to fix defects and keep
issues logs, create a zero-defects committee, ensure that employees and supervisors understand
the steps to quality, demonstrate your company`s commitment by holding a zero defects day,
goals are set on 30,60,or 90 day schedule, determine root causes of errors, remove them from
process, create incentives programs for employees, create a quality council and hold regular
meetings, repeat from step one.

2.2.3 Joseph Julian’s Theory

Joseph Juran is responsible for what has become known as the “Quality Trilogy.”Thequality
trilogy is made up of quality planning, quality improvement, and quality control. If a quality
improvement project is to be successful, then all quality improvement actions must be carefully
planned out and controlled. Juran believed there were ten steps to quality improvement. These
steps are: An awareness of the opportunities and needs for improvement must be created,
improvement goals must be determined, organization is required for reaching the goals, training
needs to be provided, initialize projects, monitor progress, recognize performance, report on
results, track achievement of improvements and finally repeat the steps.

2.3 Empirical literature

Transformational leadership influences the fundamental attitudes and assumptions of an
organization's members, creating a common mentality to attain the firm's goals. This leadership
style usually generates higher performance than transactional leadership, leadership can be
measured through the following indicators: Ability and skills. Over the past several years, the
ability to bring complex modeling tools in to work force planning has enhanced the ability to
integrate business forecasting with leadership development. One area we see this concept taking
hold is in planning for rapid growth in emerging markets, (Robert Gandossy 2005).Skills related

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to leader effectiveness basically are: technical skills, conceptual skills and interpersonal skills,
(Katz 1955 and Mann 1965) Technical skills include knowledge of products and services:
knowledge of work operations, procedures, equipment and knowledge of markets, clients and
competitors. Conceptual skills include the ability to analyze complex events and perceive trends,
recognize changes, and identified problems and opportunities: the ability to develop creative,
practical solutions to problems: and the ability to conceptualize complex ideas and use models
and analogies. Interpersonal skills include understanding of interpersonal and group processes:
the ability to understand the motives, feelings and attitudes of people from what they say and do
(empathy, social sensitivity): the ability to maintain cooperative relationships with people
(tact,diplomacy,conflict resolution skills):and oral communication and persuasive ability. In
conclusion technical skills, conceptual skills, interpersonal skills, and administrative skills are
necessary in most managerial positions, (Bass,1990 and Boyatzis 1982).
Communication can as well be measured using the following indicators: quality of content and
encouraging ideas and creativity. Content is a major part of your social intranet and of your
business in general. So you need to create relative, timely content for both internal and external
purposes. For example, you want high quality content, and this can only occur if you have an
effective internal communication strategy. When measuring your internal communication
strategy, check out the ideas from your staff. You will need to determine if they are quality ideas
and more often than not, creative and artistic development matters far more than numbers. You
would have an infinite number of ideas, but they will be useless if they had nothing to the
company. Motivation as well can be done through determining a job candidate`s in the interview
stage. Ask about a previous project the candidate was engaged in, focusing on specific steps he
took to complete the project, improvements made along the way, and the level of satisfaction he
had with the work. By doing this, you can assess an individual`s motivation level in performing
her specific type of work. Provide a questionnaire asking, employees whether they feel their
training and overall level of preparation for their jobs have been adequate. Many employees will
not volunteer this information on their own because they believe a lack of training places their

job at risk. The results of the questionnaire should give you an idea of whether employees are
motivated to improve their skills and opportunities for advancement.

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Performance can be dealt by observing personal habits and checking the attitudes of the
employees. Perpetual bad habits can detract from employee performance. This may include
indulging in office gossip, taking unauthorized breaks disruptive behavior and the use of
computers for personal reasons (such as for social media and online shopping). In order to
prevent this habits from being adopted by the co-workers, you must be clear on what is
acceptable in your business and issue an appropriate behavioral code. A bad attitude will often
manifest itself in insubordinate behavior. Again, this is indicative of an individual who is
unlikely to be meeting their performance objectives. Typically, these employees will not comply
with company policies and are likely to display disrespect for your company and co-workers,
(Kurt Rakos June 24 2014).

2.3.1 The impact of leadership commitment on the implementation of total

quality management on performance
Total quality management depends on people more than anything else, and people lead or led,
they are not managed. The leadership required to implement total quality management is
demonstrated by leading by example and by putting in the time and dedicating yourself to setting
the example specifically leaders are expected to: take the initiative, demonstrate commitment,
create more leaders, guide the efforts of others and remove roadblocks and barriers.
Models for total quality management implementations vary within the public and private
sectors, the total quality management implementation guide classifies the models as either
organizational transformation process improvement or individual improvement models. A
common thread in all the models is that total quality management is leader-driven within an
organization. The leader must be committed to the process of improvement. Leader support to
the existence of executive steering committees, process or project action terms, participative
management, and most importantly empowering teams and individuals to make changes is key to
the improvement process. Leadership provides the vision of what the organizational wants to be
and where it is headed and demonstrates long term commitment to the improvement process.
Most importantly leadership provides the organizational framework for the system provides
education and training for the work force, and approves change. The leadership commitment to
total quality management is considered the critical prerequisite for successful total quality
management implementation, (Bass and Ravioli 2000).
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Leaders should be willing to invest time, resources and most importantly tolerate the change the
way the organization will function. Key roles for the leader include; committing to total quality
management, getting quality expertise, developing an agency vision for change, working on
systems issues and most importantly energizing the effort by constant communicating support for
the philosophy all the stuff of leadership, (Yulk 1999).
Heresy (2001) says that leadership is the process of influencing others to strive willingly for
growth objectives. Robert tan defines leadership as interpersonal influence excised in a situation
and directed, through communication process towards the attachment of specialized goals. The
review of other writers agrees with us that leadership is the process of influencing the activities
of an individual or a group of activities towards goals achieved in a given situation. From this
definition of leadership, it follows that the leadership process is the function of the leader, the
followers and the situation variables. It is important to note that this definition makes no mention
of any particular type of organization. In any situation in which someone is trying to influence
the behavior of another individual or group leadership is occurring thus every one attempting
leadership at one time is another, whether categories are seldom a business education institution,
hospital political organization or family, (Heresy 2001).
It should also be remembered that when this definition mentions leaders and followers onto
should not assume that we are only talking of hierarchical relationship such as suggested by
managers core workers any time any time an individual is trying to attempt to influence the
behavior of someone else. That attempt is potential follower whether that person is the boss a
colleague (associated) an abominate, a relative or a group.
According to Harold (2004) says some earlier explanation of leadership style classified them
on the bases of how leaders use their authority. Leaders were soon applying three basic styles.
The autocratic leader commands and expects compliance is digestives and positive and, leaders
with the ability to withhold to give reward and punishment.
The Democratic or participative leaders consult with subordinate with proposal action and
decision and encourage participation from them. This type of leader ranges from the person who
does not take action without subordinate on proposed action and decision and encourages
participation from them. Concurrent to those who makes decision but consults with subordinate
before doing so. The free reign leaders use his or her lower very little if at all giving subordinates
a high degree of independence in their operations such leaders depend largely on subordinates to

13
set their own goal and means of achieving it and they see their roles as one of achieving the
operations of the followers by finishing them with information and acting primarily as a contract
with the group external environment. (Harold 2004).
Harold (2004) continues to say there is narration within this simple classification of leadership.
Some autocratic leadership; are seen as 'benevolent autocratic' although they listen considerately
to other follower opinions before making a decision the decision is their own, they may be
willing to here-brand consider subordinates ideas and concern but when a decision is to be made,
they may be for autocratic not benevolent.
The variation of the participative leader is one who is supportive. Leaders in this category may
upon their task as not only consulting with the followers and carefully considering their proposal
and also doing all they can to support subordinates in accomplishing their duty. The use of any
style will depend on the situation a manager may be higher autocratic in an emergency. One can
handily imagine a fire chief holding a ling meeting with the crew to consider the best way of
righting a fire management may; also be autocratic whom they alone have the answers to certain
question. (Harold 2004).
Leader may gain a considerable knowledge and a better commitment on the part of the parson
involved by consulting the subordinate. As already noted this is true in developing verifiable
objectives under system of managing by objectives. Furthermore, a manager dealing with a
group of research scientist may give them free reign in developing their inquiries opening. But
the same manager might be autocratic in enforcing a rule stipulating that employee wears a
protective covering when handling certain potentially dangerous chemical, (Harold 2004).

2.3.2 The impact of communication on total quality management on performance

Communication is defined by Appleby (2004) as the means whereby people in organization
exchanges information regarding the operation of the communication process required not
attention to the media of communication but to the personal interrelationships or people in the
organization. He stressed the need for communication to occupy the central place in organization
because the structure extensiveness and scope of the organization are almost entirely determined
by communication process, he stressed that the first executive function is to develop and
maintain a system of communication. Under the proposed reforms in Kenya information system
are expected to become largely self-sustaining with a more formal reporting

14
relationship for example the energy regulation commission. In addition there should be support
of information system in order for them to be capable of providing the needed services,(Kotler,
2007).
The realization of the long-term availability of good – quality is the key to the sustainability of
information system sustainable industry must have the capacity to deliver services on demand to
keep cases to a minimum and affordable to the customers building internal capacity to contribute
to innovation and emerging challengers manage commercially with appropriate accounting and
planning management systems. Convey their messages with candor and warmth, managers who
communicate successfully meet sensitive human needs and open to true dialogue with their
employee. Such managers encourage open downward and upward communication, performance
feedback and job instructions in such environment leading to better results enabling organization
the meet its objectives hence quality service delivery, (Kotler 2007).
As Evans (2000) puts it, good communication is essential to efficient operation of any
organization. It is the process by which information is transferred from one service to another
and is made meaningful to the involved sources. To understand communication, employees’
communications and how he communicates is very much influenced by the nature of the
relationship between the sender and receiver. In cogence, the success or failure of
communication depends upon both sender and receiver. Perceiving that a relationship exists and
that it places constraints upon the communication process before embarking upon this process,
employees should think carefully about their aim, relationship, the context and prevailing
attitudes, (Evans 2000).
According to Leslie and Byars (2006) examined factors that interfere with the communication
process; poor listening skills, good interpersonal communication skills involve not only sending
messages but also receiving them.
The receiver should have a clear mind and write down things that are important. Lack of
feedback; since communication is a two-way process, information must flow back and then
between sender and receiver. Differences in perception are interpreted. This process is effective
in checking performance rates of an employee in that error may be made through the whole
effect. This is where an individual general impression is judged by a single personality trait. This
again leads to misinterpretation of words and the intended information is not decoded as
expected. Evans also proposed the routes of communication which one considered vital in this

15
study. Vertical communication is the principle, channel for directors, instructors and policies
from top decision makers down to the employees who will implement them. Also, it describes
the upward channels through which suggestions, criticisms and queries flow to the top
management. The downward follow of communication is channeled through an organization's
line of autonomy from the manager to the subordinate in a report to relationship. Lateral
communication is the frequent and routine communication between people who operate at the
same or similar level, for example clerical staff. These employees are not inhibited nor affected
by the chain of command that they experience when they communicate with their superiors,
(Leslie and Byars 2006 and Evans 2000).
Peer group mark the relations, in diagonal communication, there no obvious line of authority. It
may occur when a superior of one department requires the services of another subordinate in a
different department. There are also other communication flows in an organization that
employees use, we have the grapevine which is totally unofficial communication system that has
been constructed informally and constantly changing. Its basis is rumors and gossip and is very
common with employees. Communication is of great importance to any organization, it aids in
managerial performance, and communication helps managers to secure information for decision
making to diagnose the various problems faced by him and to decide on actions to be taken to
solve them. Through communication, they are able to plan properly, to organize objectivity,
direct decisively and control correctly. Check list communication stands out as an important tool
for management process. Communication also aids in understanding and acceptance of work, it
is an established fact that individuals can produce miracles if they have an interest in their work,
but within an enterprise that can only be possible when employees understand and accept their
work.
Checklists create understanding and acceptance of work that communication becomes important
(Leslie and Byars, 2006).
Communication aids to job satisfaction, individuals can be made to perform better and more
efficiently if they know what they are supposed to do, what type of authority they have, what
their relationship with others in the organization are, how they can do to improve the
performance, how their jobs help in accomplishment of the enterprise objectives. Checklist is
possible if there is proper and effective communication means hence helping employees secure
job satisfaction (Leslie and Byars, 2006).

16
Barriers to communication include mechanical barriers caused by disruption and overloading
channels of communication. Disruption may be due to noise in the transmission, overloading is
caused by overworking of the communication channels due to an increased number of messages.
Organizational barriers are caused by inadequacy of facilities bound to delay the transmission of
information by oral means through the use of face-to-face communication and conferences. Also,
problems arise from the relative position of the superior and subordinates through the use of
status symbols by superiors. Personal barrier; if the communicated is not attention to the
message; he will not be able to grasp the meaning. It is normally caused by lack of understanding
or belief on his part that the message is not worth the attention, (Leslie and Byars, 2006).
As stated by Belch (2002) in effective communication, the message must be received by the
intended individual or audience. The message should be understood and believed, remembered
and acted upon. Failure to accomplish any of these tasks means that the entire message falls. The
chief purpose of communication is to make the receiver of the message understand what the
sender wanted to say. As earlier indicated, the main problem in life insurance business is that
there is huge communication between the company and the larger audience. Since most people
are ignorant about the importance of life insurance due to lack of proper communication, (Belch
2002).
According to Benson (2005) communication is a means by which people are linked together in
an organization. Banners and breakdown in communication can exist in sender transmission of
message in the receiver or feedback. This behavior includes lack of planning. This can improve
by use of appropriate channel, proper timing, improving the understanding and could be as a
result of poorly expressed message by failure to clarify message implication,
poor organization sentence structure, this would restrict understanding, finally poor listening and
premature message.
Communication according to Titus (2007) is a life hood of the business. No business can develop
in the absence of effective communication both internal and external. He stressed that
communication is a virtue look of management favorable in dealing with outside and inside
company contrast, decision making and effective relations. Without timely communication,
decision can't be successfully implements. Titus stressed that communication in an organization
its general welfare. At decision making stage, information is needed on various aspect of the
enterprise and feasibility of the project being taken and organizational culture involved. All this

17
require constant two-way communication between managers and employees, allowing for free
flow of information at either way. Behavior of communication within the organization and
includes me following; behavior of communication within the organization and includes the
following, behaviors can occur when an organization is growing. It tends to focus a lot on matter
of efficiency, (Titus 2007).
They often generate systems that produce substantial amount of data whole on the other hand
raw information seems not relay value of communication and the assumption that Just happens.
In this case they are not aware of what to tell. Lastly managers in other circumstances do not
have time to communicate frequently with every subordinate and tends to separate him or her.
The main reason is time as they are very busy. Time in this case serve as a major contributor of
communication behavior by creating a wall between the management and employees. Barriers of
communication can only be overcome by establishing more effective channels and programs
open and clear communication can greatly contribute to quality decision making which in effect
will increase my profitability and enhance survival of the organization. In conclusion this will
create a positive climate for decision-making, it is also very important to communicate with the
employees because their performance relies on their relationship with the top management and
how well they identify with their goals as well as those of the organization. The rule that the
customer contact employees use can play a major role on how the message is interpreted than the
actual words. Instead of dwelling on media that is portraying a negative effect of life insurance
the companies can focus on other methods of communicating for example through theatre genres
for example drama, skits, lyrics and oral narrative that can succeed in delivering life insurance
messages and communicate, (Titus, 2007).

2.3.3 The impact of motivation on total quality management on performance

Motivation refers to the reasons underlying behavior. Paraphrasing Gredler, Broussard and
Garrison (2004) broadly define motivation as the attribute that moves us to do or not to do
something. Intrinsic motivation is motivation that is animated
by personal enjoyment, interest, or pleasure. As Deci et al. (1999) observe, intrinsic motivation
energizes and sustains activities through the spontaneous satisfactions inherent in effective
volitional action. It is manifest in behaviors such as play, exploration, and challenge seeking that
people often do for external rewards. Researchers often contrast intrinsic motivation with
extrinsic motivation, which is motivation governed by reinforcement contingencies.
18
Traditionally, educators consider intrinsic motivation to be more desirable and to result in better
learning outcomes than extrinsic motivation, (Garrison 2004).
According to Stipek (1996), early approaches to the study of motivation were rooted in the
literature on extrinsic reinforcement. Within this literature, allbehavior, including achievement,
was believed to be governed by reinforcement contingencies. Proponents of this approach
included B.F.Skinner, who identified different types of reinforcers. Positive reinforcers, or
rewards, are consequences that increase the probability of a given behavior they were made
contingent on, whereas negative rein forcers are consequences that increase the probability of a
given behavior by removing or reducing some negative external stimulus. Punishment, on the
other hand, refers to unpleasant consequences that decrease the probability of a given behavior.
Under this framework, the teacher’s job is clear: to use good grades and praise to reward desired
behavior and bad grades or loss of privileges as punishment. As Stipek notes, this approach is
limited to the extent that rewards and punishments are not equally effective for all students, and
desired behaviors (such as paying attention) are difficult to reinforce. Moreover, the benefits of
extrinsic rewards tend to decay over time (Stipek, 1996).
As Stipek (1996) explains, the limitations of extrinsic reinforcement led to the development of
new approaches to motivate people, including cognitive behavior modification. This approach
recognizes that the effects of reward contingencies are mediated by cognitive variables, such as
verbal ability.
Thus, the goal of cognitive behavior modification is to change overt behavior by manipulating
cognitive processes. Under this approach, students take more responsibility for their own
learning by monitoring their behavior, setting goals, deploying met cognitive strategies, and
administering their own rewards. Giving students such control over their own learning is
believed to result in maintenance of learning behaviors over time, the transfer of learning
behaviors to new contexts, and more independence in the exercise of such behaviors. There are,
however, several disadvantages to this approach, including the fact that in empirical studies,
researchers observed children either by setting low performance standards for themselves or
rewarding undeservedly (Speidel& Tharp, 1980; Wall, 1983, as cited in Stipek, 1996).
Closely related to values are interests, which refer to an “interactive relation between an
individual and certain aspects of his or her environment” (HidiandHarackiewicz, 2000, p. 152).

19
Interests are content-specific, can be viewed as both a state and a trait, and entail both cognitive
and affective components. There is a wealth of empirical evidence that connects interest with
performance or achievement (HidiandHarackiewicz, 2000).The literature on interests
distinguishes between individual, or personal, interest and situational interest. Individual interest
refers to a relatively stable trait developed with respect to a particular subject or topic. This type
of interest leads to persistence at a task over long periods of time, closer attention, ability to
focus, and increased learning and enjoyment, even among young children. Situational interest, on
the other hand, is more immediate, affective, and transitory, depending on the task environment
(HidiandHarackiewicz, 2000).Thus, some have used the metaphor of to refer to situational
interest and “hold” to refer to individual interest. Task features likely to encourage greater
interest include personal relevance, novelty, activity level, and comprehensibility (Hidiand Baird,
1986, as cited in Eccles and Wigfield, 2002).
Finally, an individual’s goals are related to his or her reasons for engaging with tasks. Goals can
be subdivided into mastery goals (which can be compared with intrinsic values) and performance
goals (which can be compared with extrinsic motivation) (Broussard and Garrison, 2004).
Mastery goals focus on learning for the sake of learning, whereas performance goals emphasize
high achievement. Mastery goals are associated with high perceived ability, task analysis and
planning, and the belief that effort improves one’s ability.
On the other hand, performance goals are associated with judgments about achieving, grades, or
external rewards. An alternative framework for categorizing goals is to compare ego-involved
goals (similar to performance goals) with task-involved goals (similar to mastery goals). Ego-
involved goals focus on maximizing favorable impressions of competence. Those with ego
involved goals are preoccupied with questions like, Will I look smart? Or Will I outperform
others? Ames (1992) argues that students with ego-involved goals are more likely to select tasks
they know they can complete. In contrast, task-involved goals focus on task mastery and
increased competence. Students with task-involved goals are preoccupied with the questions,
How can I do this task? and What will I learn? Such students are more likely to choose
challenging tasks. As Eccles&Wigfield (2002) observe, mastery goals are associated with the
strongest empirical evidence to date and have been linked to self-competence, self-concept,
effort attributions, increased persistence at difficult tasks, and use of cognitive strategies related

20
to monitoring, problem-solving, deep processing of information, and self-regulation, (Ames
1992).

2.4 The impact of performance on total quality management

The hospitality industry has experienced continuous expansion over the last three decades to
become one of the world`s largest industries in terms of creating employment and assisting in
earning invisible exports (Leiper,2003).At the same time, competition in the industry has become
increasingly intensified (Ingram and Daskakakis,1999;Kandampully and Suhartanto,2000).The
way in which hotels gain a competitive edge falls in to two main categories, price based by
establishing a low-cost leadership through discounting; and quality based by providing
customers with a unique experiences to achieve customer loyality. In recent decades three main
approaches to quality management have been the focus of research and application. The ISO
9000 standard introduced by international standard organization in 1987 focuses on business
process rather than out-comes. The ISO 9000 quality standard has not been popular, particularly
among hotels, because it requires formal procedures to be developed for the implementation and
control of all aspects of business operations (Ingram and Daskakakis,1999).In the United
kingdom the Bs 5750 is an alternative to ISO 9000 with some hotels subscriptions (Callan
1992)SERVQUAL is perhaps the most popular approach used for measuring service quality and
has been developed from the expectancy disconfirmation theory,(Suhartanto 2000)The hotel
industry is distinctly different from other service sectors (e.g banks and retail shops ) particularly
at the upper of the hotel industry which has made broader international footprint than other
service sectors, major hotel brands and sub brands own properties in locations throughout both
the developed and developing countries. Even under the same brand/sub brand, there several
types of operation with differentiated staffing characteristics. Total quality management is
deployed by organizations for its ability to enable better performance, a multiple –faceted
construct that has been measured by financial performance (for example market share , sales per
employee , return on asset and return on capital )operation performance (for example cost
saving , timeliness of delivery ) , product quality , customer service and satisfaction. The former
reflects managers ability to operate under resource and budget capacity and the letter indicates
their ability to manage staff and customer satisfaction (patria and mia, 2008a, 2009). Researchers
have agreed that subjective nonfinancial performance should not be interpreted as a convenient
substitute for financial performance (Harris 2001).
21
Instead an effective performance measurement system should incorporate suitable financial and
nonfinancial indicators (patiar and mia 2008a).To what extent is the above elements of
performance in relation to total quality management found in Kenyan hospitality industries could
best be answered by Kenyans,(Harris 2001,Patiar and Mia 2008,2009).

According tokottleretal. (2010), everyone has a story to tell about the time he or she received
poor necessary to understand that variation in service quality have more to do with differences in
the geographical location, economic and cultural characteristics of individuals doing the
evaluation of the three variable, cultural differences seem to also encompass or subsume the
other two. Cultural differences play an important role in understanding differences in preferences
between travelers (Reisinger and Turner 2002) and that the spending patterns of Asians and
Western travelers ten not to spend as much as do Western travelers. Western tourist, the so-
called long haul customers, were willing to spend more of their budget on accommodation over
the same period, the tourists of Asian origin, the short haul customer, by contrast were willing to
spend more of their budget on shopping and less on accommodation, (Kottler 2010,Reisinger and
Turner 2002).

Another difference between Asian and Non-Asian travelers was their demands for a wide range
of hotel facilities. Asian travelers applied to want more entertainment facilities such as Karaoke
and were also more likely to emphasize value for money for example for hotel rooms, food and
beverage, ambience and reputation of the hotels. However Western travelers considered room
quality as the most influential factor in determine their overall satisfaction with hotels.
Therefore, the hotel industry in Kenya should consider additional resources to maintain and
improve the quality of the hotel rooms, including room set- up, cleanliness, quietness and room
temperature control. The cultural differences in service determine expectations of service and the
required standards, (Reisinger and Turner 2002).

Tourism marketers and service providers should respond to the culturally accepted standards of
the markets they serve (Reisinger and Turner,2002).

Analyzing perceptions of service quality, particularly with respect to different customer

segments, can help hoteliers to develop and formulate marketing strategies that meet the needs of
each specific segment more effectively. Once customers` requirements are clearly identified and

22
understood, hotel managers are more likely to be able to anticipate and cater for their customers
desires and needs, rather than merely reacting to their dissatisfaction. Hoteliers can plan effective
marketing strategies to target both local customers and international customers, satisfying them
when they first visit and developing. It becomes clearly from the forgoing therefore certain
variables are equally important and deserve to be evaluated in any attempt to develop standards
for determining the quality of service for the hospitality industry. These variables include staff
reliability, competence, credibility, courtesy and responsiveness to customer. Others include the
willingness to protect and understand customer. Hospitality or service staff reliability relates to
the consistency in the performance of risk and dependability and manifests in accuracy in billing
and also in record keeping (Nicolaides,2008).

Reliability as a hospitality service quality determinant looks also at the time frame within which
requested services are rendered to customers, courtesy, politeness and respect and responsiveness
to customers and facility accessibility manifest in the form of giving prompt services to customer
in areas of booking and room service at less waiting time and in convenient location of service
facility. Technology based service providers are under increasing pressure to develop high value
products ever more quickly. These value-added services are hailed as the antidote to the
communization of voice and data transport, hosting and other basic services. Installing and
activating complex services at low cost has become the Achilles’ heel for technology service
providers. Because monthly sub-scrimption fees need to be kept low for competitive reasons,
service providers cannot rapidly recoup customers acquisition costs. With this it leads to high
cost in delivering service hence can as well lead to low customer attendance. Hospitality industry
players are able to perform these services when staff are competent, possess the required skills
and knowledge to perform, communicate effectively and clearly to keep customers informed
with these qualities are the foundation blocks for industry players to build credibility for their
brand name, reputation, as well as the confidence of the industry for its staff, (Choi and Chu
2001).

2.5 Conceptual framework

Conceptual framework is a theoretical structure of assumptions, principles and rules that holds
together the ideas comprising abroad concept. It guides the researcher through data collection
and analysis. A conceptual framework enables the researcher to find links between the existing
literature and his own research goals. Conceptual framework is a linked set of agencies that assist

23
in the critical analysis of art. They can be discussed as separate entities or by connecting them to
the meta-frames that are cultural, structural, subjective and postmodern.

2.6Conceptual Framework
Independent Variables Dependent Variable
Total quality Management

GovernmentInterveningpolicyVariables
Performance
Leadership Commitment

Inflation
Ability Observe personal habits
TechnologicalSkills efficiency Check their attitudes
Labour
Communication
Capital
Quality of content
Encourage ideas
and creativity

Motivation

Determine a job candidate`s

Provide a questionnaire
asking

Figure 2.1 Conceptual Framework

24
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research design

Research design is a strategy used by the researcher to collect and analyze data in order to
answer the research questions. The research questions used survey design to get qualitative data
from the respondents. In doing this design, descriptive research method wasadapted. This was
necessary in fulfilling the research objectives by describing the status in the target organization .
Qualitative design was used especially in the collection of textual data. The process of this was
to generate in-depth qualitative data suitable in explaining the management perception. This
enabled the researcher to understand the research problem from the perspective of the population
units. The target population that was used was the staff of NyakoeHotel .
3.2 Research Area
The study was conducted in Nyakoe Hotel KisiiCounty . It is 10Kilometres away from Kisii
Town.

3.3 Target Population

The researcher focused on 50 employees ofNyakoeHotel , mainly concerned hotel and
hospitality. The reason for selecting the entire staff is either they are directly or indirectly
affected by the quality of services that they offer as an organization.

3.4 Sample Size

A large sample is ideal for any study in order to service as a sample population and small enough
for economic purposes; a random sampling procedure was used in the identification of the
respondent. According to (Nachmias&Nachemias 2004), researchers select sampling unit
subjectively in an attempt to obtain a sample that appears to the representative of the population.
In this case, the chance that the particular unit was selected as a sample depended on the
subjective judgment of the researchers.

To arrive at representatives sample study by Cochran (1963) and later simplified by Yamane

(1967) will be used.

The formula is n= N/1+N (e) 2

25
Where n in the sample size, N is the population and e is the level of precision at 95% confidence

level. Then the sample size of the study will be,

n=N

1 = N /1+N(e)2

n = 50 /1 +50 (0.0025)=50

n= 45

Table 3.1 Sample Size

Cadre Accounting ProcurementMarketing population%Sample size

X2 3 15 20 4018

Y32 5 10209

Z2216 20 4018

TOTAL77365010045

3.5 Data collection Procedure

The researcher sought permission from KisiiUniversity and also from NyakoeHotel.This was
done by use of questionnaires.The questionnaires werebasically filledin accordance with the
research. The respondents were given enough time to respond to the questionnaires before the
questionnaires were submitted to the researcher.

3.6 Instruments
In collecting data the closed ended questionnaire was used. The rationale of using instrument was
to facilitate access to the subject who were mostly working in shifts, it was also easier for
respondents to complete the instrument at their own time lastly it enabled the researcher to
search both qualitative and quantitative data.

26
3.6.1 Validity of research instruments
The questions were scrutinized for errors, ambiguity and legibility in order to improve its
relevance. The questionnaires then were edited to improve it and to ensure that there is content
validity. The research experts saw into the questionnaires examining them and their suggestions
and comments were used as a basis to modify the research item.

3.6.2 Reliability of research instruments

The uniformity that the instrument demonstrates when applied relatively under the same
circumstances. Test-retest techniques were used through administering of questionnaires after a
period of three weeks,(Nachmias, 2004).

3.7 Ethical Consideration

The study compiled all ethical issues pertaining research undertaking, a permission to conduct
the study was sought out from the company management, a full disclosure of all the activities
concerning the study were explained to the management and this involved the study intention
which was only for academic purpose. A high level of privacy and confidentiality was observed
and findings of the study were submitted to the university and company management. The
researcher was provided with a letter of introduction from the university to serve as evidence for
the purpose of the study.

3.8 Data Analysis and presentation

For the purpose of establishing important and objective information, all relevant methods were
employed where necessary in line with the objective of the study. The questionnaires were
received and audited for accuracy, competency, uniformity, consistence and acceptability. Errors
and omissions were corrected.

27
 CHAPTER FOUR

DATA ANALYSIS AND DISCUSSION

4.1 Introduction

The study was carried out in Nyakoe Hotel working environment, staff, towards the clients and
employees in the organization and nature of the general working relations. The researcher
assumed that the new and advanced methods or techniques towards the approach they had
towards their service delivery. The study therefore targeted approximately forty five (45)
employees working in the organization. The survey managed to reach forty (40) out of the
targeted forty five responses from the employees. This was a success achievement rate of 80%.
The main data collection instrument was the questionnaire which was distributed to each of the
sampled staff members of Nyakoe Hotel. The researcher decided to give the respondents time
and the privacy to fill the questionnaire on their own owing to the sensitivity of the subject
matter, because they thought the management would not be amused by their co-operation with
the researcher. Data was then collected and analysis to come up with outputs inform of statistical
tables and charts.

4.2 Demographic Information of the Respondents

Table 4.2.1Gender

ResponseFrequencyPercentage
Male1025
Female 3075
Total40 100

From the information in the table 4.2.1 shows that more female ( 75%) are employed than
male ( 25%) this reveals that female help in implementation of total quality management on
the performance of hospitality in Nyakoe Hotel unlike men this is because women in some
cases attract more customers and also they easily cooperate with the top management.

28
Figure 4.2.1 Gender

gender

male; 25.00%

female; 75.00%

From the information in the figure 4.2.1shows that more female ( 75%) are employed than
male ( 25%) this reveals that female help in implementation of total quality management on
the performance of hospitality in Nyakoe Hotel unlike men this is because women in some
cases attract more customers and also they easily cooperate with the top management
4.2.2. Age
Table 4.2.2 Age analysis

Response Rate Frequency Percentage

20- 30 yrs 20 50

31 – 40 yrs 10 25

41 – 50 yrs 8 20

Above 50 yrs 2 5

Total 40 100

29
The table 4.3 shows that response of the age bracket of the employees of the company. The
response of the employee age who are 20 – 30 years were 50% .31-40 years were 25% , 41 -50
were 20 % and finally above 50 years were 5 % this indicated that the majority responded are
aged between 31-40 years This is an indication that the respondents aged 20-30 years were
well distributed in terms of their age thus the involved respondents whose ages were all
distributed across the country more especially in Nyakoe Hotel hence affect the
implementation of Total quality Management.
Figure 4.2.2 Age Analysis

25

20

15

10

0
20-30 31 -40 41 -50 above 50

The figure 4.3 shows that response of the age bracket of the employees of the company. The
response of the employee age who are 20 – 30 years were 50% .31-40 years were 25% , 41 -50
were 20 % and finally above 50 years were 5 % this indicated that the majority responded are
aged between 31-40 years This is an indication that the respondents aged 20-30 years were
well distributed in terms of their age thus the involved respondents whose ages were all
distributed across the country more especially in Nyakoe Hotel hence affect the
implementation of Total quality Management.

30
4.2.3 Highest Education Level
Table 4.2.3 Highest Education Level
Response rate Frequency Percentage
Primary 8 20
Secondary 20 50
College 10 25
University 2 5
Total 40 100
The table 4.2.3 indicated that the response on the highest education level qualifications was

secondary (50%). There was response of 20% indicating primary level, 50% indicating

secondary level, 25%, indicating college level and finally there was a response of 5% which

indicated the university level of education. It was indicated the majority of the employees were

from secondary level hence implementation of total quality management on the performance of

hospitality industry in Nyakoe Hotel.

Figure 4.2.3 Highest Education Level

25

20

15

10

0
primary secondary college university

The figure 4.2.3 indicated that the response on the highest education level qualifications was

secondary (50%). There was response of 20% indicating primary level, 50% indicating secondary

level, 25%, indicating college level and finally there was a response of 5% which indicated the

university level of education. It was indicated the majority of the employees were

31
from secondary level hence implementation of total quality management on the performance of

hospitality industry in Nyakoe Hotel.

4.2.4 Work Experience

Table 4.2.4Work Experience

Response rate Frequency Percentage

1 – 5 yrs 30 75

6 – 10 yrs 5 13

Above 10 yrs 5 13

Total 40 100

The table 4.5 indicates the response that got on the work experience of employees. The response
of 1-5 years responded 75 %, 6-10 yrs, response was 13 % and finally above 10 years the
response was 13%.This showed that a big number of employees were the range of 1-5 years.
Also this indicated that there was a good experience worker in the company.
Figure 4.2.4 : Work Experience

35

30

25

20

15

10

0
1- 5 yrs 6 -10 yrs above 10 yrs

The figure 4.5 indicates the response that got on the work experience of employees. The
response of 1-5 years responded 75 % , 6-10 yrs , response was 13 % and finally above 10 years

32
the response was 13%.This showed that a big number of employees were the range of 1-5 years.
Also this indicated that there was a good experience worker in the company.

4.3 LEADERSHIP COMMITMENT

The study sought out to determine whether the implementation of Total Quality Management on
the performance of hospitality industry
Table 4.3.1 Leadership Commitment
Effects SA A N D SD ∑fi ∑fiwi ∑fiwi
5 4 3 2 1 ∑f)

Leadership commitment affect 10 5 5 10 10 40 115 2.8

implementation of total quality
management
I rate the effect of leadership 5 10 10 5 10 40 105 2.6
commitment on implementation of
total quality Management
Leadership commitment can be 10 10 5 10 5 40 130 3.2
handled to improve implementation
of total quality management

From the data shown on table 4.3.1 it showed that leadership commitment can be handled to
improve implementation of total quality management with a mean of 3.2 was given more weight,
Leadership commitment affect implementation of total quality management at 2.8, and rating the
effect of leadership commitment on implementation of total quality management with mean of
2.6. This shows that leadership commitment can be handled to improve implementation of total
quality management was the key effect of performance of hospitality industry .

33
4.4 Communication
Table 4.4.1 Communication

Effects SA A N D SD ∑fi ∑fiwi ∑fiwi

5 4 3 2 1 ∑f)

Communication affect the 17 13 6 3 1 40 162 4.1

implementation of total Quality
Management on organization
Communication skills affect 14 12 5 5 4 40 147 3.6
implementation of total quality
management

The study sought to establish the effect of implementation of total quality management on the
performance of hospitality industry. From the research findings majority of the respondents
agreed that communication affect the implementation of total quality management on
organization as shown by a mean of 4.1 relating to communication skill affect implementation of
total quality management a mean of 3.6

4.5 Motivation
Table 4.5.1 Motivation

Effects SA A N D SD ∑fi ∑fiwi ∑fiwi

5 4 3 2 1 ∑f)

Motivation affect implementation of 15 6 9 7 3 40 113 2.8

total quality management on
organizational performance
Rate of total Quality Management 7 15 9 6 3 40 137 3.4
affect motivation implementation
Motivation enhance implementation 13 7 10 8 2 40 141 3.5
of total Quality Management on
organizations performance

The study sought to establish the effect of implementation of total quality management on the
performance of hospitality industry. From the research findings majority of the respondents

34
agreed that motivation enhance implementation of total quality management on organizations
performance as shown by a mean of 3.5 relating to motivation affect implementation of total
quality management on organizational performance a mean of 3.4 and rate of total quality
management affect motivation implementation a mean of 2.8.

4.6 Performance
Table 4.6.1 Performance
Effects SA A N D SD ∑fi ∑fiwi ∑fiwi
5 4 3 2 1 ∑f)

Performance affect the 11 10 9 7 3 40 139 3.5

implementation of total quality
management
I rate the effects of performance 14 11 7 6 2 40 149 3.7
in relation to implementation on
quality provision

From the findings in table 4.6.1 it showed that most of the respondents as shown by mean of
3.7were of the rate at which performance affects the implementation of total quality provision
rather than rate of the effects of performance in relation to implementation on quality provision a
mean of 3.5 this is because total quality management is deployed by organizations for its ability
to enable better performance,in the sense that its separated in to different sections where by it
allows easy tasks.

4.7 Discussions

4.7.1 Leadership Commitment

The study attempted to answer the following questions, “ How do leadership commitment affects
implementation of total quality management?, How will you rate the effect of leadership
commitmenton implementation of total quality management? And How do you suggest
leadership commitment can be handled to improve implementation of total quality management.
In an attempt to answer the questions the rated data analysis revealed that the mean of 3.2 of the
respondents argued that leadership commitment can be handled to improve implementation of
total quality management,(Bass and Ravioli 2000).

35
The leadership required to implement total quality management is demonstrated by leading by
example and by putting in the time and dedicating yourself to setting the example specifically
leaders are expected to: take the initiative, demonstratecommitment, create more leaders, guide
the efforts of others and remove roadblocks and barriers, Ravioli,(2000).

4.7.3 Communication
The study attempted to answer the following questions, Does communication affect the
implementation of total quality management on organization? and how would you rate the
effect of communication skills in implementation of total quality management ?, in an attempt to
answer this question related data analysis revealed that the mean of 4.1 of the respondents
argued that communication affect the implementation of total quality management on
organization,(Byras 2006).

According to Leslie and Byars (2006) examined factors that interfere with the communication
process; poor listening skills, good interpersonal communication skills involve not only sending
messages but also receiving them. The receiver should have a clear mind and write down things
that are important. Lack of feedback; since communication is a two way process, information must flow
back and then between sender and receiver. Differences in perception are interpreted. This process is effective in
checking performance rates of an employee in that error may be made

through the whole effect hence communication skill affect implementation of total quality
management

4.7.4 Motivation

The study attempted to answer the following questions, does motivation affect implementation
of total quality management on organizational performance?, to what extent do you rate the
effect of total Quality Management in motivation implementation? andwhat would you suggest
on motivation enhance implementation of total quality management on organizations
performance? , in an attempt to answer this questions related data analysis revealed that a mean

36
of 3.5 of the respondents argued that motivation enhance implementation of total quality
management on organizations performance,(Garission 2004).

Motivation is animated by personal enjoyment, interest, or pleasure. As Deci et al. (1999)

observe, motivation energizes and sustains activities through the spontaneous satisfactions
inherent in effective volitional action. It is manifest in behaviors such as play, exploration, and
challenge seeking that people often do for external rewards hence motivation enhance
implementation of total quality management on organizations performance

37
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter discussed the summary of the study findings, as well as the conclusion and
recommendations drawn from data analysis. These data findings are representative of the
conditions obtained at Nyakoe Hotel.

5.2 Summary of research findings

The findings of the study were presented under the headings on customer care as follows.
The study revealed that managerial capacity affects the way customers are treated.Customer care
policies and practices are very influential determinant of how customers are treated.

5.2.1 Leadership commitment

The study revealed out that leadership required to implement total quality Management is
demonstrated by leading by example and by putting in time and dedicating yourself to setting
he example .Leaders should be willing to invest time; resources and most important tolerate
the change the way the organization will function.Bass,(2000)

5.2.2 Motivation
From the findings motivation remains any energizing way of the employees in an origin that it
sustains activities through the spontaneous satisfactions inherent in effective volitional action.
And this can only happen if the management takes an initiative of motivating the employees,
Garission,(2004)

5.2.3 Communication
The study established that, Total Quality Management to be implemented well the top
management should allow clear communication in the sense that communication is a two way
process also they should allow for reaction from employees who, implement , the process at last.
(Titus 2007)

38
5.2.4 Performance
Total Quality Management can be upholded by the vergue of per maintaining performance , in
that the top management should establish a low cost price based so as to gain a competitive edge
and also by providing quality based through a unique experiences to achieve customer loyalty.
Total quality Management is deployed by organization for its ability to enable better
performance, Reisinger,(2007).
5.3 Conclusions

From my study, one can conclude that poor management, weak organizational customer’s
policies and practices, poor communication inhibit proper treatment of customer service. Poor
listening skills, good interpersonal communication skills involve not only sending messages but
also receiving them.
The receiver should have a clear mind and write down things that are important. Lack of
feedback; since communication is a two way process, information must flow back and then
between sender and receiver. Differences in perception are interpreted. This process is effective
in checking performance rates of an employee in that error may be made through the whole
effect. This is where an individual general impression is judged by a single personality trait. This
again leads to misinterpretation of words and the intended information is not decoded as
expected, Bass and Ravoil,(2000).
Total quality management depends on people more than anything else, and people lead or led,
they are not managed. The leadership required to implement total quality management is
demonstrated by leading by example and by putting in the time and dedicating yourself to setting
the example specifically leaders are expected to: take the initiative, demonstratecommitment,
create more leaders, guide the efforts of others and remove roadblocks and barriers.

5.4 Recommendations for further studies

On the basis of findings, the following recommendations were made. The respondents believed
that the organization management embraces customer service delivery by removing major
obstacles of this nature. Motivation affects employee commitment, productivity and turnover.
Thus the organization should ensure that jobs are designed so that they offer satisfaction to the
employee. Organization culture is an essential feature of effective organization creation,

39
performance and customer retention. Management should instill a customer service culture that
is formed from the collection of policies, beliefs, values, traditions and attitudes. Training
practices used by organization may also have an effect on both employee motivation and
organizational commitments. In order to equip their employees with the necessary skill to do
their jobs, the authority should train the employees, an effort to optimize their work forces
potential. Training can lead to high levels of motivation and commitment by employees who
actually see the opportunity they are given.Garrision,(2004).

5.5 Suggestions for further study

The study only addresses factors affecting service delivery in the hospitality industry and
especially Nyakoe Hotel. The study did not consider other stake holders and key players in the
hospitality industry. Further researchers could make several extensions of the current research
study roles and effects of excellent customer service and delivery on these stakeholders and
consequently the overall effects of the hospitality industry.

40
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Boyt, Lusch&Mejza, (2001,2005). Direct Instruction Reading. (3rd ed.). Columbus, OH: Merrill.
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Dreyfus, T.; Eisenberg, T. (1996).On the Beauty of Business Thought.For the Learning of
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Joseph M. Juan. (2006) Leadership for quality. New York: free press publishers.

Joseph M. Juan. (2006) Quality control hand book. New York free press.

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Kenneth Lyons (2005): Supply chain management. Pearson Education Limited. UK.

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Michael E. Joyce. (2008) How to lead your business behold TQM. New York: oxford university
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Mugenda, O.M and Mugenda, A.G. (2005) research methods: quantitative and qualitative
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Madu and Kuei, (1993, 1994).Education for a new world.India:Kalakshetra.

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Peter Bailey Framer (2005) Purchasing and supply chain management, New York: McGraw hill

Prem, S. Mann. (2005) introductory statistics. Fifth Edition, United States of America: John
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42
APPENDICES

Appendix I: Questionnaire
This questionnaire will help at seeking information on factors affecting total quality management
in Kenyan hospitality industry. The information gathered will be used for academic purposes
only. A copy of the research project will be made available to you upon request.
Kindly answer the questions by ticking or by filling in the space provided and as objectively as
possible.
Section A: General information

Gender
Male []
Female []

Age 18-30 years []

31-40 years []
41-50 years []
Above 51 years []

Highest education level

Secondary []
College []
First degree []
Masters []
How long have you worked in the organization
Less than 5 years []
10 Years []
Above 16 years []

43
 SECTION B: LEADERSHIP COMMITMENT
S.A Strongly Agree
A Agree
N Neutral
D Disagree
S.D Strongly Disagree.

S.A A N D S.D Does leadership

commitment affect implementation of
Total Quality Management on Organization performance
How will you rate the effect of leadership commitment on
implementation of Total Quality Management on
Organizational performance
Suggest how leadership commitment can be handled to
improve implementation of Total Quality Management on
Organizational performance
Does enhancing leadership commitment affect implementation of total quality management
quality in Kenyan organizations performance?
Yes []
No []
Explain……………………………………………………………………………………………
……………………………………………………………………………………………………
How would you rate the effects of enhancing leadership commitment on implementation of total
quality management in the Kenyan organizations on performance?

Very high []
Low []

44
Very low []
Suggest how enhancing leadership commitment can be handled to improve implementation of
total quality management in Kenyan organizations.
………………………………………………………………………………………………………
………………………………………………………………………………………

SECTION C: MOTIVATION

Does customer motivation affect implementation of total quality management in Kenyan

organizations?
Yes []
No []
Explain
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
…………
To what extent would you rate the effects of motivation practices in implementation of total
quality managements in Kenyan organizations?
Very high []
Low []
Very low []
What would you suggest on the motivation in order to enhance implementation of total quality
management in Kenyan organizations?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………

45
MOTIVATION
S.A Strongly Agree
A Agree
N Neutral
D Disagree
S.D Strongly Disagree.

S.A A N D S.D
Does motivation affect implementation of Total Quality
Management on organizational performance
To what extent would you rate the effect of motivation in
implementation of Total Quality Management on organizational
performance
What would you suggest on motivation in order to enhance
implementation of Total Quality Management on organizational
performance

46
SECTION D: COMMUNICATION

Does communication affect the implementation of total quality management in Kenyan

organizations?
Yes []
No []
Explain
………………………………………………………………………………………………………
………………………………………………………………………………………………………
……………………………………………………………………………………………
How would you rate the effects of communication skills on implementation of total quality
management on Kenyan organizations?
Very high []
Low []
Very low []
What would be your suggestion on communication skills in relation to implementation of quality
service provision in Kenyan organizations?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………

47
COMMUNICATION

S.A Strongly Agree

A Agree
N Neutral
D Disagree
S.D Strongly Disagree.

S.A A N D S.D
Does communication affect the implementation of Total
Quality Management on organizational performance
How would you rate the effects of communication skills on
implementation of Total Quality Management on
organization performance
What would be your suggestion on communication skill in
relation to implementation on quality provision

48
SECTION E: PERFORMANCE

Does performance affect the implementation of total quality management in Kenyan

organizations?
Yes []
No []
Explain
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
To what extent can performance affect implementation of total quality management in Kenyan
organizations?

Very high []
Low []
Very low []
Explain how performance affects implementation of total quality management in Kenyan
organizations.
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………

49
Performance
S.A Strongly Agree
A Agree
N Neutral
D Disagree
S.D Strongly Disagree.

S.A A N D S.D
Does performance affect the implementation of Total Quality
Management
How would you rate the effects of performance on
implementation of Total Quality Management
What would be your suggestion on performance in relation
to implementation on quality provision

Appendix II: Research Time Frame

50
 June July August September November
TOPIC
SELECTION
Development of
the proposal and
proposal
presentation
Data collection
and data analysis
Proposal writing,
correction
making/submissio
n
Proposal defiance
Data Analysis and
Report writing

Appendix III: Research Budget.

51
Report Writing development Amount
Typing and printing 3800
Transport 2800
Internet Access 500
Report Writing Printing and Binding 13,000
Total 20,100

52