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Quality practices and quality implementation: A proposed case study
in Grand Bluewave Hotel, Shah Alam
N. Sumarjan, B. Syaripuddin, S.A. Jamal, C.T. Chik & Z. Mohi
Faculty of Hotel and Tourism Management, Universiti Teknologi MARA, Shah Alam, Selangor, Malaysia
ABSTRACT: The purpose of this study is to identify the relationship between TQM practices and
quality implementation in Grand Bluewave, Shah Alam. This study will employ the seven MBNQA crite-
ria (leadership, strategic planning, customer focus, measurement, analysis, and knowledge management,
workforce focus, process management, and business results) as TQM practices. A quantitative method
approach will be used. Questionnaires will be distributed to all operational employees in the hotel.
Descriptive statistics, analysis and multiple regressions will be used to analysis the data. Practically, the
outcomes of this study will provide the management team with some advantages in planning and organ-
izing its resources to better enhance the quality process and system in the hotel. Theoretically, the finding
from this study also hopefully should provide academicians the platform with valuable information on the
current and the real situation of the hospitality industry regarding quality implementation, thus eliminat-
ing gaps between literatures and academic findings.
Keywords : Malaysia hotels, MBNQA, Total Quality Management (TQM), quality implementation, and
quality practices
1 INTRODUCTION
performance and effectiveness towards achiev-
ing world-class status (Yusof & Aspinwall, 2000;
Zhang, Waszink & Wijngaard, 2000). A lot of
success stories with regard to TQM practices have
been released and successfully published (Arumu-
gam, Ooi & Fong, 2008; Gustafsson, Nilsson &
Johnson, 2003; Karia & Asaari, 2006; Lagrosen,
2003; Miller, Sumner & Deane, 2009; Prajogo &
McDermott, 2005; Pun, 2003; Sila, 2007; Yoo,
Rao & Hong, 2006). Nevertheless, researchers
found mixed results related to TQM (Nair, 2006;
Kaynak, 2003). Nair (2006) stated TQM practices
only contribute to certain company's performance
while Kaynak (2003) revealed TQM practices (e.g.
supplier quality management positively affecting
process management, product and service design,
and inventory management performance) had
an indirect positive effect on market, financial as
well as quality performance. Theoretically, TQM
practices play an important part on the improve-
ments of business performance but in reality, a lot
of organizations fail in implementing their owned
quality programmes (Rad, 2006). The mixed result
and findings concerning the implementation and
success of TQM practices poses the question of
what factors or quality practices that lead to TQM
success? Currently, investigation related to the
relationship between TQM practices and quality
implementation in the hotel industry, particularly
The Economic Transformation Process (ETP)
showed tourism sector has been classified as a cat-
alyst for Malaysia economic and a major source of
government revenue (Performance Management &
Delivery Unit, 2012). These will benefit the local
and the international hotel operators as they are
welcomes to open new hotel in Malaysia to accom-
modate the increasing number of tourists' arrival
(Ng, 2013).
However hotel operators cannot look this
opportunity as a reason to be complacent. They
have to remain competitive as Malaysia is sur-
rounded by Thailand, Indonesia and Singapore
that are offering a similar tourism product and
services (Sumarjan, Arendt & Shelley, 2013). Qual-
ity implementation has become a top priority for
companies around the world and plays an impor-
tant role to gain competitive advantage and achieve
organizational goals (Fotopoulos & Psomas, 2010;
Prajogo & McDermott, 2005; Sadikoglu & Zehir,
2010; Sumarjan, et al., 2013; Talib, Rahman &
Qureshi, 2013). Talib et al. stated that the most
recommended and recognized approached is Total
Quality Management (TQM) concept.
Total quality management (TQM) can be
described as a management philosophy that helps
organization to manage and improve overall
 
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