THE EFFECT OF QUALITY MANAGEMENT ON THE PRODUCTIVITY OF THE HOSPITALITY INDUSTRY IN CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the study

Numerous authors, particularly those affiliated with the Nordic School of Services, have devoted attention to the need to define a concept of productivity that accounts for the unique characteristics of this economic sector since the late 1980s. Their research has primarily focused on productivity in the service sector. The aforementioned methodology was subsequently adopted by Khan (2018) and Ahmed (2019), suggesting that this subject remains a subject of ongoing discourse. During this time, the first studies on hotel productivity were published. Many studies have examined the factors that influence hotel productivity, while others have concentrated on measuring it (Michael, 2021).

As the notion of quality in business has developed over time, so have the approaches taken to its administration. Total Quality Management (TQM) and a strategic approach to quality have been implemented since the 1980s in an effort to concentrate all available resources on attaining excellence. This methodology forms the foundation of numerous quality management systems, international standards, and quality certificates. The execution of this notion has exposed the challenges associated with quality management in the service industry. Nevertheless, in contrast to the abundance of research conducted on tangible products, the number of studies devoted to this particular subject remains limited. Two primary schools of thought—the North American school and the Nordic school—influence such research (Hendricks, 2021).

The hospitality industry ranks among the most sizable service sector sectors. Quality is an extremely vital aspect of this industry, and it has been the management's primary concern in recent years. Ensuring quality production is a formidable challenge within the hospitality industry, which necessitated a reevaluation of quality management practices. Delivering a high standard of service was rendered even more arduous by the unique obstacles that the hotel industry presented (Ndante, 2019).

The most valuable asset in the hospitality industry is its personnel. Front line hotel employees (FHEs) maintain a direct rapport with patrons and play a crucial role in ensuring the provision of exceptional service quality. As such, their success is unsurprising for organisations seeking to establish enduring customer relationships and surpass competitors, thereby guaranteeing sustainable competitive advantages within the hotel industry milieu. Consequently, the recruitment and retention of competent personnel capable of delivering high-quality work is imperative JE, which is a crucial employee retention strategy, denotes the amalgamation of factors that impede an individual from resigning from their position. Comprises three distinct components: link, suit, and sacrifice. In contrast to links, which are formal or implicit associations between an individual and institutions or other individuals, fit pertains to the employee's perception of their own compatibility or ease within an organisation and their immediate surroundings. In conclusion, sacrifice can be defined as the perceived relinquishment of material or psychological advantages that are associated with quitting a job (Faeq et al., 2021).

While there has been theoretical interest in the correlation between quality and productivity, the majority of research has concentrated on either quality or productivity. Particularly empirical studies examining the relationship between the two have been scarce thus far. In recent years, however, there has been an increase in scholarly attention towards the examination of quality and productivity in the service industry. As a result, numerous studies have emerged that have essentially examined the correlation between these two variables, albeit from distinct vantage points and yielding varying outcomes. Quality and productivity have traditionally been considered to be incompatible (Ali, 2021). Nevertheless, numerous authors have cast doubt on this correlation, putting forth a contemporary outlook that incorporates the viewpoint of the customer. Therefore, scholars regard the two variables as being positively correlated and postulate that productivity is directly influenced by quality. Indeed, it is believed that an integrative or dual perspective is essential, in which consumer expectations and objective quality influence the perception of quality (Ali, 2021). Therefore, considering the management of quality and productivity, which have historically been examined separately, integrated management is also regarded as an essential approach; thus, this research is necessary.

1.2 Statement of the problem

In light of intense market competition and growing consumer expectations, quality has emerged as a critical determinant for companies' overall economic development, profitability, and market survival (Peter, 2019). This is particularly true for certain sectors of the economy and company types.

The intention behind contemporary business strategies is to ensure the quality of both products and services. Present-day quality is not a product of production, but rather a management tool. An escalating quantity of service-providing and manufacturing organisations are engaging in the competitive enterprise struggle for ISO-9000 accreditation. The preserving victor is granted a stable and enduring market position as compensation. Quality is both a prerequisite and a benefit of market competitiveness (Michael 2020).

A system known as Total Quality Management (TQM) ensures a predetermined level of quality. Therefore, quality is the outcome of a well-defined TQM system that encompasses particular tasks and activities within the organisation as well as for the company as a whole.

An economic vulnerability that contributes to subpar business productivity and performance in Cameroon is the inadequate quality of its goods and services. A novel domain of inquiry within Cameroon's economic theory is TQM. A number of practical instances have only recently implemented this system (Ndante, 2019). Much more is said about it than is understood. Delightful consideration is therefore given to this subject matter in order to explicate and interpret this notion, thereby accentuating the benefits that can be gained by Cameroon's economy through the implementation of a total quality system, particularly in the hotel and tourism sectors.

1.3 Objectives of the Study 

The aim of this study is to explore the impact of quality management on the productivity of the hospitality industry in Cameroon. Specifically the study seeks to:

Determine whether there is a relationship between quality management and the productivity of the hospitality industry in Cameroon.

Examine the effects of quality management on the hospitality industry in Cameroon.

Examine the challenges of quality management in the hospitality industry in Cameroon.

1.4 Research Questions

The following research questions will be answered in this study:

Is there a relationship between quality management and the productivity of the hospitality industry in Cameroon?

What are the effects of quality management on the hospitality industry in Cameroon?

What are the challenges of quality management in the hospitality industry in Cameroon?

1.5 Research Hypothesis

The following null hypothesis will validate this study:

Ho1: There is no relationship between quality management and the productivity of the hospitality industry in Cameroon.

1.6 Significance of the study

This work is significant to the hotel industry because it focused on service quality and guest satisfaction. When staff and management of hotel can render quality services, then the guests are satisfied. When the guests are satisfied, it will lead to more patronage which will in turn affect the profitability of the hotel.

Again, the government of Cameroon will be of benefits because when organization makes more profit it result to increase in taxes. Hence the government will generate more revenue.

Finally, the work is also, beneficial to other organizations as service quality and customer satisfaction cannot be underestimated in any business.

1.7 Scope of the study

The study aims to assess the impact of quality management on the productivity of the hospitality industry in Cameroon. Empirically, this study will determine whether there is a relationship between quality management and the productivity of the hospitality industry, examine the effects of quality management on the hospitality industry and examine the challenges of quality management in the hospitality industry.

This study will be carried out in Cameroon.

1.8 Limitation of the study

The researchers encountered slight constraints while carrying out the study. The significant constraint was the scanty literature on the subject owing that quality management on the productivity of the hospitality industry in Cameroon discourse is vast thus the researcher incurred more financial expenses and much time was required in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size covering only residents of Cameroon. Thus findings of this study cannot be used for generalization for other regions within Cameroon. Additionally, the researcher will simultaneously engage in this study with other academic work will impede maximum devotion to the research. Howbeit, despite the constraint encountered during the research, all factors were downplayed in other to give the best and make the research successful.

1.9 Definition of terms

Quality: the standard of something as measured against other things of a similar kind; the degree of excellence of something.

Hotel: an establishment providing accommodation, meals, and other services for travellers and tourists.

Industry: economic activity concerned with the processing of raw materials and manufacture of goods in factories.

Hospitality Industry: The hospitality industry is a broad category of fields within the service industry that includes lodging, food and beverage services, event planning, theme parks, travel agency, tourism, hotels, restaurants and bars.