Incongruent Quality Management Perceptions Between Malaysian Hotel Managers and Employees Arendt, Susan Arendt, Susan Shelley, Mack Shelley, Mack
dc.contributor.department Apparel, Events and Hospitality Management 2018-02-15T11:06:16.000 2020-06-29T22:47:39Z 2020-06-29T22:47:39Z Tue Jan 01 00:00:00 UTC 2013 2014-11-14 2013-01-01
dc.description.abstract <p>Using the Malcolm Baldrige National Quality Award (MBNQA) criteria, this study compares perceptions of Malaysian hotel quality managers (HQMs) and employees on leadership and workforce practices. A mixed methods approach was used. Questionnaires were distributed to 35 HQMs and 576 employees of three-, four-, and five-star hotels. Interviews were conducted with HQMs. Descriptive statistics, t-test, and analysis of variance were used to analyze the data. All interviews were transcribed, hand coded, and analyzed for themes. Compared to hotel employees, HQMs had higher scores for all leadership and workforce items. Comparing managers’ perceptions revealed a statistically significant difference between three- and four-star with five-star hotels on developing explicit quality policies and measurable objectives. For employees, there were statistically significant differences for most of the questionnaire items between three- and four-star with five-star hotels. HQMs identified inefficient communication systems and failure to develop explicit quality policies and objectives as main reasons for perception incongruences between employees and managers. Two of the seven MBNQA criteria were used in this study; future research utilizing the other five criteria may be beneficial. This study provides hoteliers with quality practice perception differences between HQMs and employees in different star-rated hotels. Knowing these differences should compel hoteliers to review their leadership and workforce practices, identify reasons for discrepancies, and attempt to minimize the gap. No known studies in Malaysia, investigating this issue, have been conducted using a mixed methods approach. Additionally, this study provides empirical findings on quality practices from manager and employee perspectives.</p>
dc.description.comments <p>This is a manuscript of an article in <em>TQM Journal</em> 25 (2013): 1, doi:<a href="" target="_blank">10.1108/17542731311299573</a>. Posted with permission.</p>
dc.format.mimetype application/pdf
dc.identifier archive/
dc.identifier.articleid 1046
dc.identifier.contextkey 6360580
dc.identifier.s3bucket isulib-bepress-aws-west
dc.identifier.submissionpath aeshm_pubs/39
dc.language.iso en
dc.source.bitstream archive/|||Fri Jan 14 23:54:35 UTC 2022
dc.source.uri 10.1108/17542731311299573
dc.subject.disciplines Business Administration, Management, and Operations
dc.subject.disciplines Hospitality Administration and Management
dc.subject.disciplines Political Science
dc.subject.keywords Human resources
dc.subject.keywords leadership
dc.subject.keywords Malaysian hotels
dc.subject.keywords MBNQA
dc.subject.keywords quality practices
dc.subject.keywords perceptions
dc.title Incongruent Quality Management Perceptions Between Malaysian Hotel Managers and Employees
dc.type article
dc.type.genre article
dspace.entity.type Publication
relation.isAuthorOfPublication 87f4760d-3a63-49f0-ae00-2f8945a3d4ba
relation.isAuthorOfPublication 72aad68d-c748-4891-92f0-a5afc1643896
relation.isOrgUnitOfPublication 5960a20b-38e3-465c-a204-b47fdce6f6f2
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