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

Performance Measurement and Hotel Industry in Kenya - a Review.


Affiliations
1 Narok University College, P.O. Box 861, Narok., Kenya
2 Maseno University, P.O. Box 333, Maseno., Kenya
     

   Subscribe/Renew Journal


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
Subscription Login to verify subscription
User
Notifications
Font Size


  • 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.


Abstract Views: 413

PDF Views: 0




  • Performance Measurement and Hotel Industry in Kenya - a Review.

Abstract Views: 413  |  PDF Views: 0

Authors

Erick Onyango Fwaya
Narok University College, P.O. Box 861, Narok., Kenya
Edwin Odhuno
Maseno University, P.O. Box 333, Maseno., Kenya
O. Ouma Kambona
Maseno University, P.O. Box 333, Maseno., Kenya
O. Lucas Othuon
Maseno University, P.O. Box 333, Maseno., Kenya

Abstract


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