QUALITY CONTROL ON EMPLOYEES PERFORMANCE IN HOTELS: A CASE STUDY OF SAFARI PARK HOTEL, NAIROBI.

QUALITY CONTROL ON EMPLOYEES PERFORMANCE IN HOTELS: A CASE STUDY OF SAFARI PARK HOTEL, NAIROBI.

References

Mitra, A. (2016). Fundamentals of quality control and improvement. John Wiley & Sons.

CHAPTER ONE: INTRODUCTION

• Background of the study

Inquest for better worker execution and consumer loyalty, associations are searching for and putting resources into procedures to upgrade yield. Heterogeneity being a key trait of administrations, administration firms are resolved to upgrade their workers’ yield to guarantee that their clients are constantly satisfied because of devouring quality conveyed administrations (Mitra, 2016). Administration firms are in this manner actualizing Quality Control (QC) in their activities to guarantee that their representatives consistently play out their errands right the first run through and that their clients’ desires are constantly met or surpassed after utilization of the association’s items or administrations.

Quality control methods, their abilities, and constraints ought to never without anyone else direct the representatives’ exhibition. It is by meshing these quality control methods into the texture of the representative’s tasks that an organization can bring the most incentive from its worker execution as saw by Aquilano and Chase (1991). A help firm that along these lines incorporates quality control frameworks straightforwardly into its workers’ activities has the best potential for success to improve its representative objectives, and consequently increment consumer loyalty. Along these lines, the best model for better representative execution is to completely coordinate all its quality control frameworks and its worker’s activities into a lot of personally connected procedures.

With clients in the administration advertise being not just careful of the nature of items and administrations they devour, yet besides in the way in which the last is conveyed, and them being likewise key members in the conveyance arrangement of the administration, associations are compelled to actualize quality control methods in their activities to help and guarantee that their representatives play out their undertakings the correct way the first run through. Quality control hence helps and guarantees that the workers can meet or surpass their clients’ desires for the administration or item by conveying the administrations or items successfully, which is in the quality expected by the clients (Aquilano and Chase, 1991).

1.1.1 Quality Control

Quality control is a technique or set of methods expected to guarantee that a fabricated item or performed administration sticks to a characterized set of value models or meets the necessities of the client (Oakland, 1986). As indicated by Evans and Lindsay (2002), quality control is an administration framework for starting and planning quality turn of events, quality upkeep and quality improvement in different branches of structure and assembling, for accomplishing the twin targets of affordable creation and consumer loyalty.

In the quest for productivity in operational execution by associations as far as a decrease of the all-out expense of value, associations perceive the need to actualize quality control in their activities particularly at the purpose of assembling or activity, and not just at the last item or administration stage. Associations have it option to apply financially savvy control methods to guarantee that all products and enterprises are created effectively the first run through. The rationale isn’t to ask whether the activity has been done accurately, rather the judicious inquiry to consistently pose to first is: would we be able to carry out the responsibility effectively? (Oakland, 1986).

With expanded rivalry and shopper familiarity with quality, associations are executing quality control procedures in their tasks to guarantee that they play out their activities, creation, and conveyance of their merchandise or administrations, effectively the first run through. Instances of value control procedures that can be executed by associations to guarantee proficiency and adequacy of its tasks regarding giving items and administrations that are reliable, good, and conservative, guaranteeing financial creation of items and conveyance of administrations of uniform quality satisfactory to the client.

1.1.2 Employee Performance

powerful execution the executives are intended to improve execution, distinguish execution prerequisites, give input applicable to those necessities, and help with vocation advancement (Ainsworth, Smith and Millership, 2008). The thought is that exhibition the board is best served by building up a framework that is intuitive and equipped for settling execution related issues. Associations make interests in their human money to improve execution and target higher specialties in the market through the conveyance of top-notch administrations (Appelbaum, Bailey and Berg, 2000). Representative execution influences the general execution of an association and its primary concern (Purcell and Hutchison 2007).

Worker execution is impacted by inspiration. Armstrong (2009) brings up that inspiration is worried about the quality and course of conduct and the elements that impact individuals to carry on in specific manners. Buchner (2007) focuses on to control hypothesis as a reason for fundamentally evaluating execution criticism gave through the execution of the executives. Stearns and Aldag (1987) characterize input as data that is gotten about exercises in the association. The data about exercises are taken care of back to scratch leaders who at that point use it to address circumstances in the association. On-going criticism and backing are viewed as an outright need however the degree to which it happens is faulty (Coens and Jenkins, 2000).

1.1.3 Hospitality industry

Hospitality is the process of the interaction, the presentation, the decorum, and the process between a visitor/customer/guest and a host. It explicitly concerns the presentation and amusement of anyone who needs or allows to enjoy the operation of an agency. Keeping all that in mind is to have outstanding customer support. The way various societies and subcultures want to be received in terms of the hospitality given is wavering considerably and hospitality must be calculated in terms of what the client wants as compared to what the workers themselves want. Within the North American Classification Scheme for Manufacturing (NAICS 2012), the hospitality business is listed as part of the wider service-providing market and is split into two sectors: food and lodging, and culture and services. The food and hospitality business covers the hotel and restaurant sectors. The arts and entertainment sector includes people who work at an amusement park. There are two sub-sectors within the food and hospitality sector: accommodation and catering storage, and drinking areas.

1.1.4 The Hospitality industry in Kenya

Due to the Arab merchants and building staff on the railway line, the Kenyan hospitality industry developed at the coast. Their involvement necessitated the building of the first coastal catering institution established as the Grand Hotel of Mombasa founded at Manor Hotel’s present location (Kamau and Waudo, 2012). After the country fell under British colonialism, connection to Uganda was required and the railway was developed leading to further catering units being developed for the staff along the railway line. By 1960, some hotels like Norfolk had reached an international rating of five stars. Hospitality training was also initiated at Kenya Utalli College later in 1975, however, as Mayaka (2005) states, had limited capacity. There was a glut of private and public universities and colleges that had a diverse program to supply the increasing demand (Waudo, 2012).

Kenya has 485 international grade, approved hotels to pick from. Hotels in Kenya are classified according to the scheme of star classifications. They vary from the hotels in the small town to the five-star resort and beach hotels. The classification requirements are variable which include the size and fittings of the dwellings, the variety of facilities, The standard of the service, the leisure amenities, and the position of the hotel. The classification responsibility lies with the Hotels & Restaurants Authority (HRA) under the Ministry of Tourism. This classification brings about categories like 5 stars, 4 stars, 3 stars approved with continuous quality control of the services offered. Hotels can also be classified by nature, which brings categories such as heritage hotels, beach resort hotels, wild resort hotels, government-approved hotels, residential hotels, and commercial hotels (Ng’ang’ a, 2013).

1.2 Statement of the Problem

In the service industry as well as the State, quality assurance costs a lot of capital. Research has shown that the quality assurance of operation has gained significant interest because of its favorable expense interaction. Therefore, it is important to consider the consistency history of the hospitality sector and what the metrics are within particular organizations.

The difficulties associated with applying quality assurance are important because achieving or exceeding customer standards is the key to service quality. One concern with assessing the loyalty of consumers is that there may always be contradictions in the expectations of the user and the understandings of what defines better service by the supplier. Scholars also sought to look into the association between quality control activities and success in organizations. Waldman (1994) analyzed the implications of overall quality control to a job success philosophy and concluded that the method was interpreted as impacting efficiency by implicitly improving facets of the individual engaging with the process in terms of human/system health And constraining efficiency at lower rates of leadership and losing flexibility in work. Therefore, he proposed that all human and device variables be addressed concurrently when modeling the output determinants. Management performs Quality Assurance and has to provide a strong operational framework to sustain it. The research did not concentrate on strategies of quality assurance and efficiency of workers in the hospitality industry. Furthermore, this research intends to figure out how quality management approaches influence the efficiency of employees within the Kenyan hospitality industry.

1.3 Justification

This paper contributes to literature focusing on the relationship between the application of quality control and the performance of workers, especially on how to use QC strategies to enhance employee efficiency, which in effect leads to viable business firms that continue to play a key role in Kenya ‘s economy Service companies, especially those in the hospitality industry, can use the results from this research project to understand the degree and relationship of QC implementation on the output of their employees.

The paper further aims to develop a professional base such that prospective administrators draw on the principle of QC incorporation and the success of the employees. The research outcome points out a basic QC approach system that improves workplace efficiency and discusses why managers should suggest utilizing it. Quality Management is an increasing area of study not commonly studied and so many scholars and academics in higher learning institutions should use the results of this analysis to address and collect further details or expertise.

1.4 Hypothesis

1. Quality control practices have no impact on employees’ performance in Safari Park Hotel, Nairobi.
2. There are no challenges in quality control implementation in Safari Park Hotel, Nairobi.

1.5 Research objectives

1.5.1 General objective

The general objective of this study is to find out the impact of quality control methods on employee performance

1.5.2 Specific objectives

1. To establish what methods of quality control are used by the Safari Park Hotel, Nairobi.
2. To assess the impact of quality control practices on employee’s performance in Safari Park Hotel, Nairobi.
3. To identify challenges involved in quality control implementation in Safari Park Hotel, Nairobi.

CHAPTER TWO: LITERATURE REVIEW

2.1 Conceptual Literature Review

The definition of consistency of hospitality is multidimensional, and numerous authors express it differently. Over the years the quality debate has evolved, with different quality definitions coined at each stage, and several models used to analyze quality (Ncube, 2004). Accordingly, this chapter discusses the related literature on the definition of quality, the principle of quality assurance, and quality control techniques such as mathematical quality control, quality rings, inspection, and overall quality management. This frequently analyses the performance monitoring of workers, the efficiency of employees, and ultimately, the interaction between the specific forms of quality assurance and output of the employees.

2.1.1 Concept of Quality

The most recognized description of consistency is the one provided by the American Consistency Society. These two organizations describe quality as the entirety of a product or service’s features and characteristics that depend on its ability to satisfy specified needs. Literature shows that the single factor affecting the competitiveness of a business is the quality of its products and services; Comparative of the rivals (Meredith, 1992). According to Meredith (1992), improved goods or services contribute to greater consumer satisfaction; increases the company’s reputation; prevents the business from the competition; minimizes losses and threats to health and safety; boosts productivity for the worker; decreases scrap and waste; smoothes job flow; improves efficiency and lowers a range of costs.

Commonly, quality standards were written for all work processes. We arose as a crucial factor to define a project’s progress so that it is designed with both procedures, resources, and models with project management. The new phenomenon, though, is that quality guidelines are being drawn up for all work duties and that everybody understands not just what is required of them, but also what quality requirements they ought to follow. These quality standards will be used in their performance reviews to determine if their performance meets the agreed quality standards for work performance or not.

2.1.2 Quality Control

In the present universe of persistently increasing worldwide competition, enhancing the essence of their products is crucial for all assembly and administration organizations. The essence of an object or operation has been increasingly relevant for both manufacturers and consumers alike. In the years leading up to the technological revolution, great skilled workers and craftsmen easily adjusted by private communication with their customers whose better goods meant satisfied consumers, and meant satisfied consumers went on the company. Nonetheless, with the new uproar came the large-scale manufacture of products by individuals who barely interacted with consumers (Juran, 1999). However, given the fact that prices were declining, the accentuation on price still decreased. Moreover, when the items produced and the administrations turned out to be increasingly mind-boggling, it turned out that the need for a traditional structure to guarantee the existence of the last item and each of its segments was slowly important.

2.1.3. Methods of Quality Control

Barnes (2008 ) discusses different methods and influences available to include in the activities of either production or service organizations, to manage output. We cover:

2.1.3.1 Statistical Quality Control

Saleemi (2009) characterizes Statistical Quality Control (SQC) as the mechanism that utilizes tangible methods to monitor the quality of the produced goods. Gupta (2004 ) points out that Statistical Quality Control is one of the most useful and monetarily important instruments used in the mechanical area of inspection theory.

Statistical Process Control has been formally defined as a methodology for measurable process control has been officially characterized as a philosophy for the verification of a procedure for the recognition of unusual reasons for varieties that indicate the need for remedial action when appropriate (Evans and Lindsay, 2005). This is one of the strategies used to screen for form making and criticism that is Used to maintain and improve the ability of the procedure and to ensure compliance with the item. In both cases, SPC and SQC, the objective is to assist the procedure to ensure that there are no shifts in the output of the item in terms of quantity and quality. They both aim to live up to the wishes of customers by making use of measurable standards and systems to improve profitability and quality in the business. In SQC, tests are taken from the creation line, tested, measured, or estimated, and a large and factual test is used to determine whether the procedure is acceptable or not.

2.1.3.2 Quality Circles

A Quality Circle (QC) is a team of up to 12 people who usually work together and meet regularly voluntarily to identify, investigate, analyze and resolve work-related issues (Department of Trade and Industry, United Kingdom, 1992; Millson and Kirk-Smith, 1996; and Davis et al, 2003). Such individuals are qualified to arrange the detection, assessment, and solution and introduction phases of problems, and to use related methods such as the seven tool-process flowcharting, histograms, test sheets, Pareto interpretation, cause and effect diagrams and control charts from Ishikawa (Stevenson 2007).
According to Konidari and Cabernet (2006) and Stevenson (2007), the possible benefits of QCs include: enhanced self-confidence for both employers and employees, improved product efficiency, more satisfied employees in QCs, more active staff in QCs, happy consumers in QCs, time savings in operating matters, money savings in QCs., Increased employee productivity, enhanced confidence, decreased departmental mistakes, better work atmosphere, increased task efficiency, improved organizational climate, improved role honesty, improved management style and strengthened understanding of corporate priorities for employees, fulfilling client demands and increased workplace productivity.

The literature review indicates that the effective execution of QC systems includes dedication and support from senior management, commitment and support from middle and first-line administrators, circle participants training and personnel support, circle leaders preparation and organizational unity (Pennington and Hamersley, 1997; French, 1998; Goh, 2000; Davis et al, 2003; Stevenson, 2007).-Yes. Although the benefits of QC implementation are inspiring, potential negative consequences may arise. Many authors (e.g., Milson, and Kirksmith, 1996; Goh, 2000, Cannel and Kadipasaoglu, 2002, Konidari and Cabernet, 2006, Slack et al, 2006) claimed the lack of help from top management, lack of staff participation, lack of experience with QCs, lack of experience with QCs, lack of support from upper management, lack of staff engagement, lack of experience with QCs, lack of experience with QCs. QC training/education, lack of financial and moral incentives, lack of support from line managers, disillusioned circle participants of QC theory, pause in response to QC advice, long-term meetings of representatives and high turnover of staff (transfers, raises, retirements, etc.) pose challenges to the effective adoption of QC programs.

2.1.3.3 Inspection

According to ISO 8402:1986, an inspection can be described as activities such as calculation, evaluation, checking, and calculation of one or more characteristics of a product or service and comparison with prescribed compliance criteria. This includes the analysis, calculation, and review of the characteristics of the good or service and the connection with the stated condition and access to itIf the characteristics comply with the stated criteria (Dale et al . 1994). Inspection is an inexpensive and reliable way to diagnose malfunctions of systems and goods. According to Deming (1986), inspection to identify and toss away poor goods is too late, inefficient, and expensive. Value is also shown to come from the enhancement of the method rather than the inspection

2.1.4 Employee Performance Management

Noel et al. ( 2004) suggest that performance management is a mechanism by which administrators ensure that the actions and results of workers relate to the aims of the company. Brown (2005 ) states that success improvement is increasingly applied to provide information and enhance the quality of the company and/or employees, providing information and improving operational output; Productivity and/or productivity of workers, enhancing the degree of morale of employees, relating compensation to expectations of their success, raising the level of responsibility of employees and aligning the goals of employees with those of the company as a whole (Brown, 2005).

The Armstrong and Baron (1998) study laid out requirements for success assessment. Performance metrics should include a solid foundation for input and intervention, be detailed and precise, verifiable, based on observable outcomes, applicable to goals, and related to strategic priorities and activities that are organizationally important and improve company efficiency. Such requirements may be applied by methods such as success and progress assessments, learning, and improvement through coaching personnel and defining performance expectations relevant to the organization’s strategic priorities (Essays, UK, 2013).

Employee success assessment has been widely documented in the literature on performance evaluation (Vandyke and Herbold 2004, Robbins 2003, Mello 2006, and Koestenbaum 2002). Mello (2006 ) describes three fields of evaluation that ought to be measured through success improvement, including trait-based measures, behavior-based measures as well as outcomes and outcome-based measures. This states that trait-based assessments reflect on the basic qualities and behaviors of workers and action-based success metrics, such as the assessment of what employees achieve through evaluating and assessing the actual actions of employees. Koestenbaum (2002) points out that this cultural alignment means dedication and devotion to the organization. The third indicator is one of the results or consequences obtained by the employee, and these are metrics one reflects on the particular accomplishments or clear results of the employee’s job. Examples include the number of units sold, divisional profitability, cost reduction, efficiency, and quality measures.

2.2. Empirical Studies on the effect of Quality Control on Employees Performance

Chaudhary and Yadav’s (2012) research centered on the effect of the productivity circle on workers and organizations. The disposition of the Employee towards participatory management was also addressed in depth in the case study. Studies and studies have shown that the Efficiency Circles have culminated in a drastic decrease in waste, a substantial rise in gross income, reduced financial losses, and expanded job motivation.  It has noticed that the Quality Circles also allowed both the leader and the community to improve by improving the latent strengths of workers, their shift in mood, their skills growth, and their strong working partnership. The research also showed that the value and understanding of effective leadership preparation is the key cause of the performance of the efficiency circle of every company. The research has shown that optimistic attitudes have been established, contributing to an overall increase in the corporate culture as well as in the success of employees.

Benson and Seraph et al. ( 1991) identified seven QM factors and paved the way for “how to break the TQM cake” into factors or components. Black and Porter (1996) carried out a questionnaire review of the factors applied to the standard PR operator to draw up a list of ten factors defined as essential to TQM. Studies also represent that many structures have described such essential factors/constructions as “TQM components” and “TQM steps.” Wail, Deshmukh, and Gupta (2003), in their analysis of the essential factors of quality service, described top management support as the key force for the adoption of QM principles, specifying the organizational goals to be achieved by customers in many studies, customer satisfaction is recognized as the second most important factor in the provision of measures for organizational effort and efficiency.

In the past, when contrasting many TQM systems, Mohanty and Lakhe (2006) referred to the success and failure of TQM adoption in companies, they rely on “strong” and “soft” elements; which are nothing but “important success factors” of QM and quality practices. Khond and Dabade (2004 ) claimed that a TQM programmer should contribute to a continuous change in the community. TQM elements can be grouped into two dimensions – the ‘management system’ or ‘soft’ part and ‘technical system’ or ‘hard’ part. Without both elements, TQM would not have been successful. Sila and Ebrahimpour (2002) evaluated and contrasted 76 empirically verified TQM variables and their effect on different performance indicators across countries. The

Findings have shown that senior management engagement and leadership, client emphasis, input and research, recruitment, manufacturer management, strategic preparation, workforce participation, human resource management, project management, collaboration, product and service design, performance monitoring, benchmarking, professional development, staff ownership, quality assurance, social responsibility, etc. And the most frequently derived variables were staff retention.

2.3 Summary of Literature review

The literature review revealed that there are holes in the literature, including the basic relation between quality assurance and employee performance; and the connection between the two with the hospitality industry. Those are the fields to be investigated in the light of primary study. Following the analysis of the literature, the recommendation is to base the study on the central issue as to whether there is some connection between the essence of quality assurance, both its mechanism and substance, and the success of employees. In doing so, the objective is to provide a clear motivation for further research. Bearing in mind that this is an independent variable for the study, it is essential to construct a model of the quality control process.

CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY

3.1 Introduction

This chapter points forth the techniques and strategies used by the researcher to carry out the analysis. The section comprises the research design, target population, sample and sampling procedures, data collecting instruments and procedures, and methods of data analysis.

3.2 Research design

The study was drawn closer to a cross-sectoral analysis and was used as an occasion for the researcher to provide all-encompassing, in-depth and out-of-knowledge, and to outline understanding of the impact of value control techniques on the performance of workers at the Safari Park Hotel-Nairobi. The benefit of a cross-sectional analysis method is that it enables scientists to look at a broad variety of variables occurring at a specific point in time in a community.

3.3 Target population

The overall worker’s number of Hotel Nairobi Safari Park is 500. The researchers concentrated mainly on their findings in the Human Resources, Sales and Marketing, and Room Management Team, which comprises of 60 permanent hotel employees. The overall worker’s number of Hotel Nairobi Safari Park is 500. The researchers based only their studies in the departments of Human Resource, Sales and Marketing, and Room Operations, which consists of 60 permanent staff at the hotel.

Table 3.1 Target Populations, Safari park Hotel – Nairobi,

Source: Safari park Hotel (March 04, 2020)

3.4 Data collection

The researchers used questionnaires to gather important details from respondents using shut-out completed questions that provided researchers an ability to get clear responses to their investigation. The survey was administered through the Human Resource Department of the lodging to the respondents and collected after two days using the drop – and – pick method. The survey was subdivided into three parts. Section one collected, among other details, general information about the respondents’ organization, the present position of employment, and the period of administration in that job. Section two collected data according to rehearsals of quality assurance and their impact on the output of the employees. Section three concentrated on recognizing the challenges surrounding the implementation of such Quality Assurance Strategies.

3.5 Data analysis

Objective 1 study was focused on concise statistics, which provided the data percentages and frequencies. The proposed data helped to clarify the degree of presence of various quality assurance approaches which were described using frequency tables and maps.

In Objective 2, the variables dataset was evaluated using both Regression and Correlation analysis and concise statistics that we’re able to evaluate the interaction between a particular quality management system and its effect on the output of the employees. The analysis required the estimation of the relation between the dependent variable and one or more independent variables using several linear regression equations as

Where:  = Employee Performance, = constant, = Statistical Quality Control,  = Quality Cycle, = Inspection and= Total Quality Management

In comparison, Objective 3 was often evaluated using Descriptive Statistics. It helps to recognize the problems relevant to applying quality assurance practices.

CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA

4.1 Introduction

The chapter includes summaries, conclusions, and explanations of the data study. The researcher had been seeking 60 respondents in the sample. Filled out the 56 questionnaires were released. Which constitutes 93.3 percent of the population targeted. This is following the results of Coopers & Schindler (2000) who said an answer rate of at least 75 percent for a questionnaire is sufficient for a test to proceed.

4.2 Demographic characteristics of correspondents

In the examination, the specialists found that 8.9 percent of the respondents were matured between 36-45 years, 39.3 percent of the respondents were matured between 18-25 years, while the greater part of 51.8 percent was between the ages of 26-35 years. Concerning gender orientation, it was seen that 48.2 percent of the respondents were male while the staying 51.8 were female respondents, as found in Table 4.1.

It was seen that 26.8 percent of the respondents accomplished a High School level of training while staying 73.2 percent achieved above the secondary school level of instruction. When asked the offices under which they serve, it was seen that 55.4 percent were under Sales and Marketing, 33.9 percent were under Human Resource while the staying 10.7 percent were serving under Front office, as found in Table 4.14.3 Quality Control methods used in Safari Park Hotel – Nairobi

The study’s first objective was to establish what techniques the Nairobi Safari Park Hotel is using for quality control. The quality assurance approaches discussed were Mathematical Quality Monitoring, Quality Loops, Examination, and Overall Management of Output. The findings are expressed in Figure 1.

Figure 4.1: Quality Control Method applied

It was found that 50 % of the respondents recorded the Hotel’s use of Numeric Quality Control, accompanied by 25% of the respondents who suggested the usage of Absolute Quality Control.

10.7% of respondents suggested that Consistency Circles and Other Templates (Seminars, Training) were used by 7.1% of respondents in the Safari Park Hotel-Nairobi, respectively.

4.4 Impact of Quality Control Methods on Employee Performance.

The investigation’s subsequent goal was to survey the effect of value control rehearses on the presentation of representatives in Safari Park Hotel-Nairobi.

4.4.1 Inferential Statistics

The analysis in this segment aimed to respond to Objective 2; to determine the effect of quality assurance procedures on the efficiency of employees at Safari Park Hotel-Nairobi. To determine the relationship between the variables, the study conducted a regression analysis.

4.4.1.1 Reliability Test

The study was using statistics from Cronbach to test for reliability. Any alpha of more than 0.7 in Cronbach indicates that the data was reliable. The findings are set out in the table below.

Table 4.2: Reliability Statistics

The findings show Cronbach alpha of 0.852 which is more than 0.7 indicating the reliability of the tool.

4.4.1.2 Correlation Analysis

The coefficient of correlation between the Pearson product and moment calculates the frequency of a linear association between two variables. Table 4.3 provides coefficients for the Pearson equation.

Table 4.3.: Correlation Analysis

The predictor variables were shown from the table above all to have a positive association between them; with the strongest (0.769) being indicated between performance and SQC, while the weakest (0.169) being indicated between performance and TQM.

4.4.1.3 Regression Analysis

Model Summary

Research in the following table indicates that the R-squared decision coefficient is equivalent to 0.734, i.e. assessment, overall quality monitoring, predictive regulation, and productivity intervals describe 73.4 percent of employee efficiency.

a Predictors: (Constant), Ins, TQM, SQC, QC

Source: Safari park Hotel (March 04, 2020)

The findings were verified using statistics from ANOVA which gave a p-value of 0.006 as shown in Table 4.5 below.

Table 4.5: Analysis of Variance (ANOVA)

Predictors: (Constant), Ins, TQM, SQC, QC

Dependent Variable: Employee performance

Source: Safari park Hotel (March 04, 2020)

Table 4.6 presents the coefficients of the regression equation

a Dependent Variable: Employee Performance

Source: Safari park Hotel (March 04, 2020)

From these discoveries, it tends to be noticed that advancement, complete quality administration, measurable control, and quality cycles identify with worker execution, where a noteworthy increment in every one of these impacts representative exhibition in Nairobi Safari park  Hotel.

The regression model was:

Where = Employee Performance

= Statistical Quality Control

= Quality Cycle

= Inspection

= Total Quality Management

The established multiple linear regression equation becomes:

Where

Constant = 0.694, shows that if Inspection, total quality management, statistical control, and quality cycles = 0, then employee performance would be 0.694

= 0.705, shows that one unit change in  results in 0.705 increase in employee performance.

= 0.573, shows that one unit change in  results in 0.573 increase in employee performance.

= 0.423, shows that one unit change in innovation usage results in 0.423 increase in employee performance.

= 0.302, shows that one unit change in results in 0.302 increase in employee performance.

4.4.2.; Descriptive Statistics

The examination inspected quality control strategies utilized in the Safari park Hotel – Nairobi utilizing 5 point Likert scale poll introduced to the respondents. The respondents were to state how much they firmly concurred, concurred, nonpartisan, differ, and emphatically differ to the announcements made. The reaction was given various scores as follows, firmly concur had a score of 5, concur had a score of 4, nonpartisan had a score of 3, differ had a score of 2 and unequivocally differ had a score of 1. For every one of the inquiries investigated in the quality control strategies, the scores of the reactions were summarized and separated by the all outnumber of respondents to give a mean score of the reaction; a standard deviation of the reactions was registered to give a standard blunder of the reaction. A mean score more noteworthy than 3.5 implied that the strategy for quality control affected this component while a mean score under 2.5 implied that the component was not influenced; then again a mean score somewhere in the range of 2.5 and 3.5 implied that the respondents were nonpartisan on whether the component was affected by the technique for quality control.

Table 4.7: Descriptive Statistics

From the discoveries, worker execution had a mean of 4.352, measurable quality control (4.684), quality cycles (4.592), and investigation (4.175), and all-out quality administration had a mean score of 3.833.

4.4.2.1; Statistical Quality Control

Statistical quality control as a quality control method was investigated using the three elements as shown in Table 4.2 below:

Table 4.8 Statistical Quality Control

From the discoveries in table 4.2, all components of Statistical Quality Control had mean scores more prominent than 3.5 showing that Statistical Quality Control affects worker execution. The component that was extraordinarily affected was clients being served inside a predetermined timeframe (mean score of 4.789), trailed by representatives identically serving clients (mean score of 4.708), and offices being normalized to offer the same support of each client (mean score of 4.684).

4.4.2.2; Quality Circles

Concerning Quality Circles, three elements were observed as presented in table 4.9 below.

From the discoveries in table 4.9, all the components had mean scores more prominent than 3.5 demonstrating that Quality Circles largely affect worker execution at the Nairobi Safari Park Hotel. The standard blunders were likewise under 2, inferring that the information had the option to clarify a critical extent of the discoveries. The component worker execution that was incredibly affected by Quality Circles was diminishing slip-ups from being rehashed (mean score of 4.578), trailed by the execution of the activity according to an expected set of responsibilities (mean score of 4.515), and in conclusion, guaranteeing that clients are fulfilled (mean score of 4.157).

4.4.2.3; Inspection

The research investigated the effect of inspection on the efficiency of workers at Safari Park Hotel, Nairobi, and summarized the results in table 4.10 above.

Table 4.10; Inspection

From the outcomes in Table 4.10, all the components examined concerning investigation had a mean score more prominent than 3.5 demonstrating that they were affected by assessment in the exhibition of their obligations. The component that was to a great extent affected was a decrease of mistakes (mean score of 4.157) trailed by the recurrence of client grumblings (mean score of 3.631) and ultimately improvement of generally speaking execution had a mean score of 3.578.

4.4.2.4; Total Quality Management

The research analyzed how Overall Quality Control impacted facets of workplace success and summarized the results in table 4.5 below.

Table 4.11: Total Quality Management

From the discoveries in table 4.11, all the components under all-out quality administration had a mean score more prominent than 3.5. The component that was to a great extent affected was a decrease of the need to rehash (mean score of 4.157), trailed by representatives being associated with the recommendation of better approaches to play out their obligations (mean score of 4.105), at that point fulfillment with preparing offered (mean score of 3.842) in conclusion the executives showing others how it is done had a mean score of 3.578.

4.5 Ranking of methods of Quality Control used at the Safari Park Hotel, Nairobi

The study performed an overall rating of the quality control methods i.e. Statistical Quality Control, Quality Circles, Total QM, and Inspection. Table 4.6 shows ranking outcomes.

Table 4.12: Methods of Quality Control

The method of quality control that had the greatest impact on the performance of the employees was Statistical Quality Control with a mean score of 4,684; the second was Quality Circles with a mean score of 4,592. The third was Testing with a 4,175 average score and the sixth was Overall Quality Control with a 3,833 average score.

4.6 Challenges facing the implementation of methods of Quality Control

The third goal of the examination was to distinguish difficulties confronting the execution of value control in Safari Park Hotel, Nairobi. For every one of the inquiries investigated in the difficulties, the scores of the reactions were summarized and isolated by the complete number of respondents to give a mean score of the reaction; a standard deviation of the reactions was figured to give a standard blunder of the reaction. A mean score more prominent than 3.5 implied that the viewpoint was a test while a mean score under 2.5 implied that the angle was not a test; then again a mean score somewhere in the range of 2.5 and 3.5 implied that the respondents were impartial on whether the perspective was a test. Table 4.13 underneath shows the consequences of the discoveries.

Table 4.13 Challenges of implementation of the Quality Control Methods

From the outcomes in Table 4.13, the investigation set up that workers not being kept refreshed with changes in work aptitudes and configuration were not a test as the mean score was 1.631. The investigation additionally analyzed in the absence of the board backing to quality circle gatherings was a test. The mean of the reaction was 2.0 implying this was not a test. The examination investigated if the absence of co-activity between representatives to discover answers for their work issues was a test. The mean score was 1.578 implying that the respondents were of the view that the absence of co-activity between workers was not a test at the Safari Park Hotel, Nairobi.

The examination analyzed if representatives not being engaged with the assessment of their work was a test. The mean score was 2.157 showing that the respondents were of the view that a worker not being engaged with the assessment of their work was not a test. The investigation investigated whether the execution was appropriately estimated at the Safari Park Hotel, Nairobi. Since the mean score was 2.947, it implied the respondents were uncertain of whether the execution was appropriately estimated.

The examination, at last, analyzed if rewards being gotten upon acceptable execution was a test. The mean reaction was 2.263 implying that the respondents were of the view that sufficient prize being gotten upon acceptable execution was not a test at the Safari Park Hotel, Nairobi.

CHAPTER FIVE: SUMMARY, DISCUSSIONS, CONCLUSIONS

AND RECOMMENDATIONS

5.0 Introduction

This chapter provides a review of the results, ends based on the three specific objectives of this analysis to decide the forms of quality management are utilized by the Safari Park Hotel in Nairobi to evaluate the effect of quality assurance procedures on the output of employees at the Safari Park Hotel in Nairobi Then recognize issues relevant to the application of quality assurance at Safari Park Hotel, Nairobi. This also includes the suggestion for enhancement of the sample and future studies.

5.1 Summary and Discussions

The study’s first objective was to test what quality management strategies the Safari Park Hotel, Nairobi, is using. The research showed that Hotel hires Technical Quality Control, Full Quality Monitoring, Performance Circles, and Testing and Certain Systems (Seminars, Training). Statistical Quality Control was the tool suggested by the respondents as being predominantly used at 50% led by 25% of respondents who indicated that Absolute Quality Control had been used. 10.7% of respondents suggested that Consistency Circles and Other Templates (Seminars, Training) accounted for 7.1% each during the inspection and of the respondents who founded that the Safari Park Hotel, Nairobi, used them.

The study’s second objective, by regression and correlation analysis, examines the influence of quality control practices on employee performance at the Safari Park Hotel, Nairobi. Table 4.4 analyzes reveal that the R-squared decision coefficient is equivalent to 0.734, i.e. assessment, overall quality monitoring, predictive regulation, and production intervals describe 73.4 percent of workers Quality as all of the predictor variables from table 4.3 displayed a favorable correlation with them; with the best (0.769) suggested with success and SQC, while the lowest (0.169) suggested between output and TQM.

From these results, it can be observed that testing, overall quality monitoring, statistical regulation, and production intervals contribute to employee efficiency, where a large improvement in any of these affects employee output at Safari Park Hotel, Nairobi.

The regression model was:

Therefore the results show that one unit change in SQC results in an increase of 0.705 in employee performance, one unit change in QC results in an increase of 0.573 in employee performance, one unit change in inspection use results in an increase of 0.423 in employee performance and one unit change in TQM resulting in an increase of 0.302 in employee performance.

A statistical quality management system that had the largest effect on the efficiency of workers with an average score of 4,684; the second was Consistency Circles with a mean score of 4,592. The third was Examination with a 4,175 average score and the sixth was Full Quality Control with a 3,833 average score.

The study’s third aim explored the complexities of applying Quality Management practices. The findings showed no problems for the Safari Park Hotel, Nairobi. The analysis showed most recognized obstacles had been solved by Safari Park Hotel, Nairobi. For example, employees who were not updated with improvements in work skills and design had an average score of 1,631, lack of management support for quality circle meetings had an average of 2,0 and lack of cooperation between employees Total of 1,578 was required to find answers to their job problems. Proper output assessment had an average of 2,947, and an average of 2,263 was granted sufficient incentives after successful results.

5.2 Conclusion

The analysis showed that every Quality Assurance system influences the output of the employees. The system of quality management with the largest effect was Statistical Quality Control, which demonstrates that it significantly affects the workers’ level of production and has a significant influence on ensuring that consumers are handled within a given amount of time; That staff serves customers in precisely the same manner and that services are structured by providing the same facility to each client, guaranteeing continuity of service across all customer care operations.

Performance circles have been seen to be the second tool in terms of the effect on workplace efficiency and have been shown as helping to minimize mistakes, maintaining consumer loyalty in the services rendered, and encouraging workers to do their job as defined. Inspection, while perceived as having the lowest potential impact in terms of quality assurance processes, was seen to have an influence

Decreasing the volume of mistakes found, reducing the amount of client feedback earned, and increasing an employee’s performance overall.

While TQM was accepted as a QC tool adopted by 25 percent of the respondents, it had the lowest effect of the four Quality Control systems. This was seen as affecting removing the need to duplicate programs, motivating staff to take part in recommendations for how to enhance their efficiency, Creation of employee-satisfactory preparation approaches, and promotion of excellent management.

5.3 Recommendations

The study suggests the following concerns where respondents ought to be discussed neutrally to enhance the application of quality assurance measures at the Safari Park Hotel, Nairobi. The respondents were skeptical as to whether it is a struggle to accurately assess their success. Therefore, the administration will have mechanisms in effect to ensure that the success evaluation process is transparent to all staff, such as annual performance appraisal.

The findings indicate that the Intercontinental Hotel-Nairobi has developed the main proven quality assurance measures and is utilizing them. The researchers propose that a review be performed to determine the gains achieved as a result of such approaches being introduced.

It is also proposed to perform the same analysis to provide the opinions of all the hotel employees. It is because this research mainly included the respondents’ experiences of Human Resource, Marketing Leadership, and Room Operations.

References