TOTAL QUALITY MANAGEMENT PRACTICES AND CUSTOMER SATISFACTION IN INSTITUTIONS OF HIGHER LEARNING IN KENYA (CASE OF SELECTED UNIVERSITIES IN NAIROBI COUNTY)
Abstract
The general purpose of the study was to investigate the effect of total quality management practices on customer satisfaction in institutions of higher learning. The specific objectives were to examine the effect of customer focus and management commitment on customer satisfaction in institutions of higher learning in Kenya. The findings were expected to be significant to all the stakeholders of higher learning institutions. The target population comprised of the undergraduate students pursuing Bachelor of Commerce in the Private and Public Universities. The scope of the study targeted selected universities in Nairobi County with a focus of KCA University and University of Nairobi. The study used a descriptive research design. The unit of analysis in this study was registered Bachelor of Commerce degree students in University of Nairobi and KCA University. The study was based on primary data. The data was collected through a semi – structured questionnaires targeting full time and part time degree students in the two universities. The study found customer focus to take the lead as the most significant variable for customer satisfaction. The analysis indicated that the study variables were predictors of customer satisfaction. The study concluded that the two independent variables of the study should be considered in the decision making of the institutions of higher learning with more emphasis on customer focus. The study recommended that higher learning institutions should strive to focus on the conformance to customer requirements and continuous improvement in order to gain customer satisfaction.
Key Words: Customer Focus, Management Commitment, Customer Satisfaction
Full Text:
PDFReferences
Arango. V. 2014. Effect Of Perceived Value On Customer Satisfaction In Kenya: Comparative Analysis Of Public And Private University Students.
Arusu B. S. and Paul J. p. (2005) Total Quality Management, 2nd edition. Scitech Publications India Chennai.
Ayup, Kartinah, &Chung, then Hsio (2010). Empowerment: Hotel Employees’ Perspective. Journal of Industrial Engineering and Management, pp 561-575
Babbie, E & Mouton, J., (2007).The practical of social research. South African Edition, Cape Town.
Bulgarella C.C. (2005) Employee Satisfaction and Customer satisfaction. Is there a relationship. Guide star Research White paper
Capra, F. 2007. The web of life. New York: Doubleday-Anchor Book.
Cooper, D.R., & schindler, P.S. (2008). Business research methods. 1oth Edition; McGraw-Hill
International Edition; Singapore (ISBN: 978-007-12633-7)
Degner, L. (2005). Knowledge translation in palliative care: Can theory help? Canadian Journal of Nursing Research, 37(2), 105-113.
Deming, W.E. (1986), Out of the Crisis, Massachussetts Institute of Technology, Centre for Advanced Engineering Study, MIT Press, Cambridge, MA.
Dimitriades, A.S. (2006), “Customer Satisfaction, Loyalty and Commitment in service organization: Some evidence from Greece”, Management Research News, Vol. 29 No. 12, pp 782 – 800.
Edvardsson. (2005) GURU’S VIEW, Service quality: beyond cognitive assessment Service Sweden. Managing Service Quality, 15 (2), pp. 127-131q
Gronroos, C.,(2007) The Perceived Quality Concept: a mistake? Managing Service Quality 11(3), pp. 150-152.
Hasan, A. F., et al. (2008). Service Quality and Student Satisfaction: A Case Study at Private Higher Education Institutions. International Business Research, 1(3), 163-175.
Hoffman, R.C. and Hagerty, H. (2004), “Top management influence on innovation: effects of executive characteristics and social culture”, Journal of Management, Vol. 19 No. 3, pp. 549-74
Ishikawa, K. (1985), What is Total Quality Control? The Japanese Way, Prentice Hall, Englewood Cliffs, NJ.
Jamshed K. Khan, (2003),”Impact of total Quality Management on Productivity”, The TQM Magazine, Vol. 15 Iss 6. Pp 374 – 380.
Juan Jose Tari (2005), Components of Successful TQM, The TQM Magazine, Vol 17, Issue 2, PP 182-194.
Juran, J.M. and Gryna, F.M. (1993), Quality Planning and Analysis, 3rd ed., McGraw-Hill, New York, NY.
Katz, D., Kahn, R.L. 2003. The Social Psychology of Organizations, II ed. New York: Wiley
Keng and Boom (2011), “ Are TQM practices supporting customer satisfaction and service quality?” Journal of service Marketing, Vol 25, Issue 6: Pp 410 -419.
Kennedy, K.N., Lassk, F.G. and Goolsby, J.R. (2008), “Customer mind-set of employees throughout the organisation”, Journal of the Academy of Marketing Science, Vol. 30 No. 2, pp. 159-71.
Kuada, J. (2012). Research Methodology: A Project Guide for University Students. Frederiksberg : Samfundslitteratur.
Kotler P.(2006). Marketing Management; managing service quality 12thedition. NY: Prentice Hall. Lin J.S.C., & Wu, C.Y (2011) 21(5) 535-551
Lovelock CH, Wirtz J (2007). Services marketing: People, Technology, strategy, 6th ed., Upper Saddle River, N.J.: Pearson/Prentice Hall.
Mallak, L.L., Lyth, D.M., Olson, S.D., Ulshafer, S.M. and Sardone, F.J. (2003), “Culture, the builtenvironment and healthcare organisational performance”, Managing Service Quality,Vol. 13 No. 1, pp. 27-38.
Mugenda M.O. & Mugenda, G. A. (2003)Research Methods. Quantitative and Qualitative Approach: Nairobi. Laba Graphics Services.
Mele, C., Colurcio, M. 2006. The evolving path of TQM: towards business excellence and stakeholder value. International Journal of Quality and Reliability Management. 23(5).
Menon, Sanjay T (2007). Employee Empowerment : An Integrative Psychological Approach. International Association for Applied Psychology.
Mukonyo, F. M. (2014),”Effect of Total Quality Management implementation performance in Micro Finance Institutions in Kenya. A case of K-REP Development Agency (KDA), Masters Project, Kenyatta University Library.
Nimako S. J. and Azuma F. K. (2009) ‘An Assessment and Analysis of Customer Satisfaction with Service Delivery of Mobile Telecommunication Networks Within Ghana'.
Nafula F. (2012), “Effects of Implementation of Total Quality Management on Organizational Performance. A case of Post Bank., Masters Project, Kenyatta University Library.
Oakland, J. S, (2003), TQM texts with cases; Butterworth Heinemann, 3rd Ed. Amsterdam, Boston.
Orsini Joyce, (2013) The Essential Deming: “Leadership Principles from the Father of Quality.”McGraw Hill, New York, 2013, pp. 325
Senge, P.M., Sterman, J. 2005. System Thinking and Organizational Learning: acting locally and thinking globally in the organization. Working Paper n.03.009. Cambridge: MIT.
Senge, P.M. (1990), “The leader’s new work: building learning organizations”, Sloan ManagementReview, Vol. 32 No. 1, pp. 7-23.
Sanjay L. Ahire, K.C. O’Shaughnessy, (2008) "The role of top management commitment in quality management: an empirical analysis of the auto parts industry", International Journal of Quality Science, Vol. 3 Issue: 1, pp.5-37.
Sit, Ooi, Lin and Chong, (2009), “TQM and customer satisfaction in Malaysia Service sector, Industrial Management and Data Systems, Vol. 109 Iss 7pp 957 -975
Sudha (2013), “TQM in institutions of Higher Learning’’, International journal of social science and interdisciplinary Research, Vol. 2 (6) June 2013.
Wang Y. and Hing-Po L. (2008.) Service quality, customer satisfaction and behaviour intentions: Evidence from China’s telecommunication industry, 4(6), 50-60.
Waweru, S. N. (2013) The role of Private Universities in Meeting the demand of higher Education in Kenya. International Journal of Education and Research Vol. 1 No. 12 December 2013
Von Bertalanffy, L. (1956). General System Theory, in Emery, F.E. (eds.). General System, Yearbook of the Society for the Advancement of General System Theory.
Yousaf, N. (2006) Top management commitment for TQM – A process model. Pakistan’s 10th international convention on quality improvement. Nov 27 -28, 2006.
DOI: http://dx.doi.org/10.61426/sjbcm.v5i3.808
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.