Refine your search
Collections
Co-Authors
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Odhuno, Edwin
- Performance Measurement and Hotel Industry in Kenya - a Review.
Abstract Views :324 |
PDF Views:0
Authors
Affiliations
1 Narok University College, P.O. Box 861, Narok., KE
2 Maseno University, P.O. Box 333, Maseno., KE
1 Narok University College, P.O. Box 861, Narok., KE
2 Maseno University, P.O. Box 333, Maseno., KE
Source
International Journal of Hospitality and Tourism Systems, Vol 3, No 1 (2010), Pagination: 86-92Abstract
Extant literature indicates that performance measurement has been widely studied elsewhere in large manufacturing and generic small businesses but there has been little study of this area in tourism and hospitality, particularly in Kenya. However, there is evidence that some hotels in Kenya may be using the existing performance measurement models without appropriate adjustments to reflect the unique challenges of the Kenyan hotel industry. This paper reviews the most popular measurement models from the literature and identifies the characteristics that they demonstrate. The paper then identifies key performance measurement dimensions; reviews their relationships and finally presents these relationships in a framework. This paper should expand debate on performance measurement generally and hotels in Kenya in particular. It should further assist in making informed decisions with regard to policy formulation and implementation of performance measurement in Kenya's hotel industry.Keywords
Performance Measurement, Hotel Industry, Kenya
References
- Amaratunga, D. and D. Baldry (2002). Moving from performance measurement to performance management. Facilities 20 (5/6): 217–223.
- Bititci, U., T. Turner and C. Begemann (2000). Dynamics of performance measurement systems. International Journal of Operations & Production Management 20 (6): 692–704.
- Brown, M. (1996). Keeping score: using the right metrics to drive world class performance. New York, Quality Resources.
- Epstein, M. & Manzoni, J. (1997). The balanced scorecard and tableau de bord: translating strategy into action. Management Accounting 79 (2): 28-37.
- Fitzgerald, L., R. Johnston, T. Brignall, R. Silverstro and C. Voss (1991). Performance Measurement in Service Businesses. London, CIMA.
- Gadd, K. (1995). Business self assessment: a strategic tool for building process robustness and achieving integrated management. Business Process Re engineering & Management Journal 1 (3): 66–85.
- Harris, P. and Mongiello, M. (2001). Key performance indicators in European hotel properties: general managers’ choices and company profiles. International Journal of Contemporary Hospitality Management 13 (3): 120–127.
- Kaplan, R. and D. Norton (1992). The balanced scorecard: measures that drive performance. Harvard Business Review (January - February): 51–56.
- Kaplan, R. and D. Norton (2001). The strategy focused organization: how BSC companies thrive in the US new business environment. Harvard Business Review 39 (1): 53–79.
- Lashley, C. and B. Rowson (2005). Developing management skills in Blackpool’s small motel sector: a research report for England’s Nort West Tourism Skills Network. Nottingham: 35.
- Lynch, and K. Cross (1991). Measure up!: Yardsticks for Continuous Improvement. Oxford, Basil Blackwell.
- Morrison, A. and R. Teixeira (2004). Small business performance: a tourism sector focus. Journal of Small Business and Enterprise Development 11(2): 166–173.
- Nanni, A., J. Dixon and T. Vollmann (1992). Intergrated performance measurement: management accounting to support the new manufacturing realities. Journal of Management Accounting Research (Fall): 1–19.
- Neely, A. (1998). Measuring business performance. London, Profile BOOKS limited.
- Neely, A., G. Adams and P. Crowe (2001). The performance prism in practice. Measuring Business Excellence 5 (2): 6–12.
- Neely, A., G. Adams and M. Kennerley (2002). The performance prism: the scorecard for measuring and managing business success. London, Prentice HALL.
- Neely, A., M. Gregory and K. Platts (1995). Performance measurement systems design: a literature review and research agenda. International Journal of Operations & Production Management 15 (4): 80–116.
- Nudurupati, S. (2003). Performance measures improve the vitality of your business. University of Strathclyde.
- Otley, D. (1999). Performance management: a framework for management control systems research. Management Accounting Research 10: 363–382.
- Pun, K., and A White (2005). A performance measurement paradigm for integrating strategy formulation: a review of systems and frameworks. International Journal of Management Reviews 7(1): 49–71.
- Thomas, R. (2000). Small firms in the tourism industry: some conceptual issues. International Journal of Tourism Research 2 (5): 345–353.
- Zairi, M. (1996). Benchmark for best practice: continuous learning through sustainable innovation. Great Britain: Reed Educational & Professional.
- Gaps in Guests'and Managers' Perceptions of the Marketing Strategies of Four and Five Star Hotels in Kenya
Abstract Views :232 |
PDF Views:0
Authors
Affiliations
1 Department of Eco-Tourism, Hotel and Institution Management, Maseno University, Maseno, KE
2 Mount Kenya University, Kigali, RW
1 Department of Eco-Tourism, Hotel and Institution Management, Maseno University, Maseno, KE
2 Mount Kenya University, Kigali, RW
Source
Journal of Hospitality Application and Research, Vol 11, No 2 (2016), Pagination: 74-95Abstract
This study assessed guests' and managers' perceptions of the extent to which the marketing strategies of four and five star hotels in Kenya addressed the factors which influence the guests' purchase decisions. The research question answered was "what are guests' and managers' perceptions of the marketing strategies of the hotels?". Adopting a survey and as the second phase of a three phase mixed methods sequential exploratory design, questionnaires were self-administered to a convenient sample of one hundred and two managers and one hundred and ninety eight guests. Four gaps in guests' and managers' perceptions of the marketing strategies of the hotels were explored. The first gap analysis compared guests' expectations and perceptions. The second gap analysis compared managers' expectations and perceptions. The third gap analysis compared managers' and guests' perceptions. Meanwhile, the last gap analysis compared managers' and guests' expectations. The data was therefore analysed using Mann Whitney and Wilcoxon signed rank tests. The results showed that there were some gaps in managers' and guests' expectations and perceptions of the marketing strategies of the hotels thus indicating that the respondents had positive and negative perceptions of the marketing strategies.Keywords
Gaps, Perceptions, Marketing Strategies, Hotels.References
- Baker, T. (1988). Doing social research. Singapore: McGraw-Hill international.
- Creswell, J., and Plano Clark, V. (2011). Designing and conducting mixed methods research. USA: Sage.
- DeVellis, R. (1991). Scale development, theory and applications. USA: Sage publications Inc.
- Ferrel, O., and Hartline, M. (2010). Marketing strategy. USA: Cengage learning.
- Fifield, P. (1998). Marketing strategy. Oxford: Butterworth Heinemann.
- Heung, V. (2000). Satisfaction levels of mainland Chinese travellers with Hong Kong hotel services. International Journal of Contemporary Hospitality Management, 12 (5), 308-315
- Juwaheer, T., and Ross, D. (2003). A study of hotel customer perceptions in Mauritius. International Journal of Contemporary Hospitality Management, 15 (2), 105-115
- Kombo, D., and Tromp D. (2006). Proposal and thesis writing. Nairobi: Paulines Publications Africa.
- Lockyer, T. (2002). Business customers’ accommodation selection: the view from both sides. International Journal of Contemporary Hospitality Management, 14 (6), 294-300
- Masadeh, M. (2012). Linking philosophy, methodology and methods: Towards mixed model design in hospitality industry. European Journal of Social Sciences, 28 (1), 128-137
- Pallant, J. (2003). SPSS survival manual. London: McGraw Hill.