International Journal of Hospitality and Tourism Systems

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Managerial Roles and Performance Measurement Practices in the Kenyan Hotel Industry: a Structural Equation Modeling Approach.


Affiliations
1 Maseno University, Dept. of Ecotourism, Hotel and Institution Management, Private Bag, Maseno., Kenya
2 American Hospitality Academy Romania, International Hotel Management Schools, Campus Colegiul Astra, Cladire Corp B, Strada Panselelor nr.23, Brasov 500419.
     

   Subscribe/Renew Journal


A cross-sectional study of 124 managers in six hotels in Nairobi and Mombasa, Kenya found a linkage between managerial roles and performance measurement practices using Structural Equation Modeling approach. All the six factors of the measurement model had a strong evidence of unidimensionality, reliability, convergent and discriminant validities. Furthermore, the overall modified model Chi-square, NFI, RMSEA, and the NFI exceeded the obligatory requirements. Hospitality organizations that want to implement effective performance management systems should use managerial roles to influence managers' performance measurement practices. The purpose of this study was to determine the linkage between managerial roles and performance measurement practices in the Kenyan hotel industry.

Keywords

Managerial Roles, Performance Measurement Practices: Structural Equation Modeling, Kenya, Hospitality Industry
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abernethy, M., Bouwens J., & Lent, L. (2004). Determinants of control system design in divisionalized firms. The Accounting Review, 79 (3), 545-570.

  • Ahire, S., Golhar, D., & Waller, M. (1996). Development and validation of TQM implementation constructs. Decision Sciences, 27 (1), 23-56.

  • Anderson, J., & Gerbing, W. (1988). Structural equation modeling in practice: A review and recommended two stage approach. Psychological Bulletin, 27 (1), 05-24.

  • Arbuckle, L. (2006). Amos 7.0 User's Guide. Chicago, IL: SPSS Inc.

  • Atkinson, H., & Brander Brown, J. (2001). Rethinking performance measures: Assessing progress in UK hotels. International Journal of Contemporary Hospitality Management, 13 (3), 128-135.

  • Beatham, B., Anumba, C., Thorpe, T., & Hedges, I. (2004). KPIs: a critical appraisal of their use in construction. Benchmarking: An International Journal, 11 (1), 93-117.

  • Boam, R. & Sparrow, P. (1992). Designing and Achieving Competency. London: McGraw Hill. Bohrnstedt, G. & Knoke, D. (1982). Statistics for Social Data Analysis. Itasca, Illinois:

  • F.E Peacock Publishers, Inc.

  • Bourne, M., Mills, J., Wilcox, M., Neely, A., & Platts, K. (2000). Designing, implementing and updating performance measurement systems. International Journal of Operations & Production Management, 20 (7), 754-771.

  • Brander Brown, J., & Harris, P. (1998). Relating business orientation and performance measurement design in a service industry context: Theoretical and empirical perspectives from the hotel industry. Performance Measurement Conference, Cambridge.

  • Brander Brown, J., & McDonnell, B. (1995). The balanced scorecard: short-term guest or long- term resident?. International Journal of Contemporary Hospitality Management, 7 (213), 7-11.

  • Breen, H., Walo, M., & Dimmock, K. (2004). Assessment of tourism and hospitality management competencies: A student perspective. In Smith, K.A. & Schott, C. (2004) eds Proceedings of the New Zealand Tourism and Hospitality Research

  • Conference 2004. Wellington, 8-10 December. 22-34.

  • Brophy, M. & Kiely, T. (2002). Competencies: A new sector. Journal of European Industrial Training, 26 (2-3-4), 165-176.

  • Brotherton, B. & Shaw, J. (1996). Towards an identification and classification of critical success factors in UK hotels plc. International Journal of Contemporary Hospitality Management, 15 (2), 113-135.

  • Bullen, C., & Rockart, J. (1981). A Primer on Critical Success Factors. Centre for Information Systems Research Working Paper No 69, Sloan School of Management, M.I.T. Cambridge, MA.

  • Cameron, K., & Quinn, R. (1999). Diagnosing and Changing Organizational Culture. Reading, MA: Addison-Wesley.

  • De Waal, A. (2007). Is performance management applicable in developing countries?: The case of a Tanzanian college. International Journal of Emerging Markets, 2 (1), 69–83.

  • Denison, D., & Mishra, A. (1995). Towards a theory of organizational culture and effectiveness. Organization Science, 6 (2), 204-223.

  • Dimmock, K., Breen, H., & Walo, M. (2003). Management competencies: an Australian assessment of tourism and hospitality students. Journal of the Australian and New Zealand Academy of Management, 9 (1), 12-26.

  • Dixon, J., Nanni, A., & Vollmann, T. (1990). The New Performance Challenge: Measuring Operations for World-Class Competition. Burr Ridge, Illinois: Business-One Irwin.

  • Fitzgerald, L., Johnston, R., Brignall, S., Silvestro, R., & Voss, C. (1991). Performance measurement in service businesses. London: CIMA. Fornell, C., & Larker, D. (1981). Evaluating structural equation models with unobserved variables and measurement errors. Journal of Research Marketing, 27(3), 445-466.

  • Hair, J. Jr, Anderson, R., Tatham, R., & Black, W. (1995), Multivariate Data Analysis, (4th Ed). Englewood Cliffs, NJ: Prentice-Hall.

  • Haktanir, M., & Harris, P. (2005). Performance measurement practice in an independent hotel Context: A case study approach. International Journal of Contemporary Hospitality Management, 17 (1), 39-50.

  • Harris, P. & Mongiello, M. (2001). Key performance in European hotel properties: General Managers’ choices and company profile. International Journal of Contemporary Hospitality Management, 13 (3), 120-127.

  • Hart, S., & Quinn, R.E. (1993). Roles executives play: behavioral complexity and firm performance. Human Relations, 46 (5), 543-574.

  • Hoque, Z., & James, W. (2000). Linking balanced scorecard measures to size and market factor: Impact on organizational performance. Journal of Management Accounting Research, 12, 1-17.

  • Hussain .M., & Hoque Z. (2002). Understanding a non-financial performance measurement practices in Japanese banks, a new institutional sociology perspective. Accounting, Auditing & Accountability Journal, 15(2), 162-183.

  • Ittner, C., Larcker, D., & Rajan, M. (1997). The choice of performance measures in annual bonus contracts. The Accounting Review, 72, 231-256.

  • Kaplan, R. & Norton, D. (1992). The balanced scorecard: measures that drive performance. Harvard Business Review, 70 (1), 71-79.

  • Katz, R. (1974). Skills of an effective administrator. Harvard Business Review, September-October, 90-102.

  • Keating, A. (1997). Determinants of divisional performance evaluation practices. Journal of Accounting and Economics, 24, 243-274.

  • Kennerley, M. & Neely, A. (2000) Performance Measurement Frameworks – A Review [Online) accessed 22/3/04.

  • Laverty, J. (1996). "Economic ''short-termism'': The debate, the unresolved issues, and the implications for management practice and research." Academy of Management Review, 21(3), 825-860.

  • Miner, J. (1973). The real crunch in managerial power. Harvard Business Review, Nov/Dec, 146-158.

  • Mintzberg, H. (1975). The manager’s job: folklore and fact. Harvard Business Review, July-Aug, 49-61.

  • Neely, A. (1998). Three models of measurement: theory and practice. International Journal of Business Performance Management, 1 (1), 47-64.

  • Neely, A. (1999). The performance measurement revolution: Why now and what next?. International Journal of Operations & Production Management, 19 (2), 205-28.

  • Norusis, M., (1993). SPSS for Windows: Professional Statistics. Chicago, IL: SPSS Inc.

  • Powers, T. (1992). The standard world of 2005: a surprise-free scenario. Hospitality Research Journal, 16(1), 1-2.

  • Quinn, R., Faerman, S., Thompson, M., & McGrath, M. (1996). Becoming a Master Manager: A Competency Framework..(2nd Ed). New York: John Wiley and Sons.

  • Rejc, A., & Slapnièar, S. (2003): Relationship between Management Compensation Contracts and Performance Measurement Systems. 5th International Conference “Enterprise in Transition”, May 22-24, Split, Croatia, 797-814.

  • Republic of Kenya (RoK), (2003). Gazette Notice. 3976. The Hotels and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988. Vol. CV, No.62.Nairobi: RoK.

  • Ryan, H. Jr., & Trahan, E. (1999). The Utilization of Value-Based Management: An Empirical Analysis. Financial Practice & Education, Vol. 9, No. pp. 46-58.

  • Sakunasingha, B. (2006). An empirical study into factors influencing the use of valuebased management tools. The International Journal of Knowledge, Culture and Change Management, 7 (7), 55-68.

  • Scheule, B., & Sneed, J. (2001). Teaching leadership in hospitality management programs: A model for learning from leaders. Journal of Restaurant and Foodservice Marketing, 14 (2), 34-37.

  • Shank, J., & Govindarajan, V. (1993). Strategic Cost Management: The New Tool for Competitive Advantage. New York: The Free Press.

  • Waggoner, D., Neely, A., & Kennerly, M. (1999). The forces that shape organizational performance measurement systems: an Interdisciplinary Review. International Journal of Production Economics, 60-61, 63-60.

  • Walo, M. (2001). Assessing the contribution of internship in developing Australian tourism and hospitality students’ management competencies. Asia Pacific Journal of Cooperative Education. 2 (2), 12-28.

  • Wilson, R. & Chau, W. (1993). Managerial Accounting: Method and Meaning. London: Chapman & Hall.

  • Wynne, B., & Stringer, D. (1997). A Competency Based Approach to Training and Development. Boston, MA: Pitman Publishing.


Abstract Views: 452

PDF Views: 0




  • Managerial Roles and Performance Measurement Practices in the Kenyan Hotel Industry: a Structural Equation Modeling Approach.

Abstract Views: 452  |  PDF Views: 0

Authors

Indeche Billy Wadongo
Maseno University, Dept. of Ecotourism, Hotel and Institution Management, Private Bag, Maseno., Kenya
Odhuno Edwin
American Hospitality Academy Romania, International Hotel Management Schools, Campus Colegiul Astra, Cladire Corp B, Strada Panselelor nr.23, Brasov 500419.
Kambona Ouma Oscar
Maseno University, Dept. of Ecotourism, Hotel and Institution Management, Private Bag, Maseno., Kenya

Abstract


A cross-sectional study of 124 managers in six hotels in Nairobi and Mombasa, Kenya found a linkage between managerial roles and performance measurement practices using Structural Equation Modeling approach. All the six factors of the measurement model had a strong evidence of unidimensionality, reliability, convergent and discriminant validities. Furthermore, the overall modified model Chi-square, NFI, RMSEA, and the NFI exceeded the obligatory requirements. Hospitality organizations that want to implement effective performance management systems should use managerial roles to influence managers' performance measurement practices. The purpose of this study was to determine the linkage between managerial roles and performance measurement practices in the Kenyan hotel industry.

Keywords


Managerial Roles, Performance Measurement Practices: Structural Equation Modeling, Kenya, Hospitality Industry

References