Model of Quality Management Systems adoption in the hotel industry: A case study of hotels in Zimbabwe
Vitalis Basera
Bindura University of Education Sciences, Graduate Business SchoolBindura, Zimbabwe
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et Judy Mwenje
Manicaland State University of Applied SciencesMutare, Zimbabwe
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29 juin 2022
À propos de cet article
Catégorie d'article: Research Article
Publié en ligne: 29 juin 2022
Pages: 230 - 239
Reçu: 14 juin 2021
Accepté: 02 déc. 2021
DOI: https://doi.org/10.2478/ejthr-2021-0021
Mots clés
© 2022 Vitalis Basera et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
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Quality management systems adopted
| Total Quality Management (TQM) | |||||||||
| Lean production | |||||||||
| Six Sigma | |||||||||
| Benchmarking | |||||||||
| Continuous Quality Improvement (CQI) | |||||||||
| Business Excellence Models | |||||||||
| Statistical processes control (SPC) | |||||||||
| Hazard analysis critical control point (HACCP) | |||||||||
| Assured safe catering (ASC) |
Brief explanation of external factors
| Government policies | Taxes and license fees should be designed in a way that encourages adoption of QMS in the hotel industry. Access to cheap funds and rebates encourages hotels to improve quality of their products. |
| Business excellence models/best practices | There is need for Business Excellence Models, since they provide guidelines for effective quality management and may be used as self-assessment models. |
| Relationship networks | Hotels need to affiliate or relate to key industry stakeholders, to cooperate and exchange resources, ideas, knowledge and information in the industry for improved adoption of QMS. |
| Sustainable competition and coopetition | Hotels need to consider sustainable competition and coopetition as fundamental pillars of QMS adoption. |
| Corruption and crime free | Hotels should not tolerate corruption in the licensing process and remittance of statutory fees if they are to embrace genuine quality in their organisations. |
| Foreign currency | Availability of foreign currency is very critical for quality improvement in the hospitality industry. |
| Supporting infrastructure | There is need to make sure that there is adequate and reliable supply of water, electricity and internet, as they are basics of quality in the hotels. |
| Benchmarking | Hotels need to learn from each other, copying quality strategies from those performing well, generating new ideas on how to improve. |
| Stable economy | Hotels can easily adopt QMS when operating in a normal economy with consistent economic policies for them to plan and invest towards it. Management of hotels should come up with mechanisms for dealing with economic shocks, so that the quality strategies are not disturbed. |
| Customers | It is important to listen to customers’ voices to improve quality in the hotels. |
Summary of quality management systems
| Total Quality Management (TQM) | TQM is used by management to enhance efficiency, flexibility and competitiveness of a business as a whole. To attain implementation of TQM, management must be involved in the improvement of quality, organisation culture must change, quality strategy must be developed, staff must be trained, and quality costs determined. Introduced by Feigenbaum through his concepts of Total Quality Control ( |
1952 |
| ISO 9001:2015 | This standard is based on a number of quality management principles including a strong customer focus, the motivation and engagement of top management, a process approach and continual improvement. It is founded on the same quality principles as ISO 9001:2008 but adds new requirements of risk-based approaches and knowledge management. Introduced by International Standards Organisation ( |
1987 |
| ISO 22483: 2020 | This standard establishes quality requirements and recommendations for hotels regarding staff, service, events, entertainment activities, safety and security, maintenance, cleanliness, supply management and guest satisfaction ( |
2020 |
| Lean production | Its main principle is to focus on time and effort, to identify and refine steps in an operation that the customer deems valuable, and to eliminate wasteful or unnecessary steps in a process. Originated in the Toyota Motor corporation ( |
1991 |
| Six Sigma | This is a controlled, data-driven approach and methodology for eliminating defects in any process from manufacturing to transactions, and from product to service. Was first introduced at Motorola as a method to measure and improve high-volume production processes ( |
1980's |
| Benchmarking | Organisations compare themselves with the best and constantly review their processes, practices and methods to guarantee the strength of their competitive position relative to their competitors. Xerox executives started talking of benchmarking as a quality improvement tool ( |
1980 |
| Continuous Quality Improvement (CQI) | This is a philosophy that focuses on improving processes to enable companies to give customers what they want the first time, every time, subject to improvement. It came into existence initially in manufacturing as an alternate improved approach to TQM in effort to improve products, services or processes ( |
1970s’ |
| Business Excellence Models | They provide guidelines for effective quality management and may be used as self-assessment models. TQM is the basis of BE because the fundamental philosophies are the same: participation of top management, stakeholder involvement, and holistic approach. The most distinguished BE models applied the world over are the Deming Prize, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM), Australian Quality Award (AQA) and Canadian Quality Award ( |
1988 |
| Business Excellence Models | They provide guidelines for effective quality management and may be used as self-assessment models. TQM is the basis of BE because the fundamental philosophies are the same: participation of top management, stakeholder involvement, and holistic approach. The most distinguished BE models applied the world over are the Deming Prize, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM), Australian Quality Award (AQA) and Canadian Quality Award ( |
1988 |
| Statistical processes control (SPC) | This uses statistical means to manage a process to confirm that it functions at its full potential to produce a product that meets requirements. Control charts, graphs, scatter diagrams, cause-and-effect diagram, pareto chart, histogram, and check sheets are seven tools in SPC. It was first laid out at Bell Laboratories by Walter A. Shewhart ( |
1920 |
| Hazard analysis critical control point (HACCP) | It is a science-based quality management system with the focal goal to stop contamination of food. HACCP is used to identify and evaluate chemical, microbiological and physical hazards. It was first developed by the U.S. National Aeronautics and Space Administration (NASA) ( |
1960 |
| Assured safe catering (ASC) | ASC is a system developed for and with caterers and food producers to control food safety problems based on principles of hazard analysis and critical control points ( |
1980s |
Brief explanation of internal factors
| Employee involvement | Employee involvement deals with how the firm empowers and enables its employees to develop their potential and how the employees are inspired to attain the firm's objectives. Employees’ involvement in decision making is one of the sustainable ways of adopting QMS in the hotels. Employees know and understand customer needs, and they are key parts of QMS. Employees are capable of repairing dented quality of the service. |
| Effective management/leadership | Management or leadership of hotels should be responsible and accountable for forming and communicating a quality vision and QMS adoption strategies for organisation continuous improvement. Effective leadership or management style should be adopted that involves employees in decision making so as to achieve positive business results. |
| Trend technology | It is essential for the hotels to implement the latest technology in their operations; good communication inside and outside their organization and safe storage of information reduces operating costs and affords adoption of QMS. |
| Strategic Management | Management of hotels must come up with a vision that embraces quality and strategies for QMS adoption: allocation of resources, product offerings, and systems to manage ambiguities prevailing in the business environment should be aspects of this vision. |
| Qualified and skilled employees | Hotels should hire qualified and skilled employees to add value to their quality strategies. |
| Quality function/committee | The management of hotels is supposed to set up a specialised quality management department responsible for quality issues, or at least a quality committee if resources do not permit a department. |
| Product development | Hotels need to involve employees and customers when coming up with new products, service delivery systems and any new way of doing things. ** This overarches both internal and external factors. |
| Financial resources | The hotels need to set aside budget for implementation of QMS, to train staff, hire or pay quality consultants, procure of necessary equipment, and other associated costs. |