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dc.contributor.advisorLawrence Wainainaen_US
dc.contributor.authorThoya, Emmanuel Mweni
dc.date.accessioned2023-08-08T13:21:10Z
dc.date.available2023-08-08T13:21:10Z
dc.date.issued2023
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/26641
dc.descriptionA Research Project Submitted to the School of Business Economics and Tourism in Partial Fulfillment of the Requirement for the Award of Master of Business Administration Degree (Strategic Management) of Kenyatta University, March 2023.en_US
dc.description.abstractPerformance is the key indicator to access the growth, stability, and capacity of an organization in any industry. Performance in the competitive hospitality industry is attributed to the never-ending strategies put in place by the hotels to either maintain the competition advantage or penetrate the industry. Further, the four-star hotels in Mombasa County are facing an unprecedented crisis due to the international travel restrictions and advisories imposed by foreign countries to contain and curtail the spread of COVID-19. The travel bans and restrictions reduced drastically foreign tourists visiting Kenya and Mombasa to be specific. A number of hotels shut down while others operating at severely reduced capacity with high reliability on the local tourists who are equally affected by the advisories. To survive in the industry, four-star hotels in Mombasa County have employed operational level strategies to mitigate the problem of organizational performance. Performance of the four-star hotels in Mombasa County has declined steadily and the hotels that adopted the operational level strategies have re invented their businesses. The imain iobjective iof ithisiresearchiwasito iexamine ithe ieffect iofioperationalilevelistrategiesiorganizationaliperformance iofifour-starihotelsiiniMombasa iCounty. iThe ispecific iobjectivesiofithisistudyiwere ito iexamine ithe ieffect iofihumaniresource istrategies, icustomeriservice istrategies, iinformation iand icommunication istrategies iand imarketing istrategies ion ithe iorganizational iperformance iof ifour-star ihotels iin ithe iCounty. iThe istudyiwasiinformed iby iResourcesiBased iTheory, iBalance iScorecard, iSERVQUAL iModel iand iCompetitive iAdvantage iTheory. iThe istudy ipopulation iwasi55 ioperational imanagers ifromiallitheifiveifouristar-ratedihotels. iCensusitechnique iwasiusedisince itheitargetipopulationiwas ismall. iThe iresearch iused iquestionnaire iwith iclosed-ended iquestionsito icollect idata. iValidity iand ireliabilityiofitheistudyiwasideterminedithroughiaipilotistudy in Kilifi County. The iresearcheriused iCronbach’s ialpha iformulae ito itest ireliability ithrough iinternal imeasure iof iconsistency. iThe ireturned iquestionnaires iwere ianalyzed iusing iboth idescriptive iand iinferential istatisticsiby iuse iof ithe iSPSSiversioni26. iThe istudyiadoptediregression iand icorrelationimodelsiofianalysis. iThe istudy ifound ithat ithere iis ia imoderate ipositive iand isignificant irelationship ibetween ihuman iresource istrategiesiandiorganizationaliperformance i(r=0.305;ip=0.026i<i0.05)iandiitsialterationiwouldialso iaffectiorganizationaliperformancei(β=0.128;it=2.038;ip=0.045). iTheistudyialsoirevealedithatithere iis ia istrong ipositive iand isignificant irelationship ibetween icustomer iservice istrategies iand iorganizational iperformance i(r=0.668; ip=.005<0.01) iand iits iimprovement iwould iaffect iorganizationaliperformancei(β=0.220;it=2.742;ip=0.005). iTheistudyifoundithatithereiisiaimoderate ipositive irelationship ibetween iinformation iand icommunication istrategies iand iorganizational iperformance i(r=0.404; ip i=0.003 i<0.01) iand iits iimprovement iwould iaffect iorgaisational iperformance i(β=0.175; it=3.046; ip=0.004). iOn ithe ifinal ivariable, iit iwas idetermined ifurther imarketing istrategies isignificantly iaffects iorganizational iperformance i(r=0.314; ip= i0.022<0.05) ibutiitsiimprovementiinsignificantlyicontributesito organizational performance (β=0.127; t=1.264; p=0.226). It was concluded that operational level strategies (human resource strategies, customer service strategies, information and communication strategies and marketing strategies) affects hotel performance and the improvement of each strategy would lead to improvement in organizational performance. The study recommended that employees of the hotels can be retained, if the management of the hotels can evaluate, design and measure employee engament practices. The study further recommended that employees at lower cadre can be improved if working conditions is improved. Finally, it can be suggested that managers of the hotels should adopt customer care services and customer relations to enhance performance.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectOperational Level Strategiesen_US
dc.subjectOrganizational Performanceen_US
dc.subjectFour-Star Hotelsen_US
dc.subjectMombasa Countyen_US
dc.subjectKenyaen_US
dc.titleOperational Level Strategies and Organizational Performance of Four-Star Hotels in Mombasa County, Kenyaen_US
dc.typeThesisen_US


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