Total Quality Management Practices in Indian Hospitality Industry ...

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Total Quality Management Practices in Indian Hospitality Industry: Some… They are the second highest emphasized TQM practices. This suggest that the Indian hospitality companies emphasized management commitment to various levels, continuous improvement processes, customer orientation and satisfaction, customer product and service requirements, clarity of specification, company’s quality culture and change, and providing enough on-the-job training and education in QM tools and techniques as well as training on TQM concepts and practices for employees. This was also claimed by Arumugam et al. (2009); Karuppusami and Gandhinathan (2007); Talib and Rahman (2010); Talib et al. (2011a,d); Bayraktar et al. (2008); Motwani (2001). On the other hand, the two lowest mean scores come from HRM (2.76) and SM (3.18). Both received a low score, implying that they are little in use and less emphasized TQM practices in Indian hospitality companies. This was also supported by Talib and Rahman (2012); Tsang and Antony (2001); Arumugam et al. (2009); Sila and Ebrahimpour (2003). The possible reasons of unimportance for these practices are the nature of industry and job turnover problem. Unlike in non-service industries, a service may not involve the materials from suppliers for production. For example, the quality of service in a 5-star hotel is to provide highly disciplined and perfect products and service delivery system to its customers. This kind of service does not need any suppliers within their operation of the company. Similarly, as reported in the earlier section, the job turnover problem was not observed in hospitality industry which suggests that there is no scarcity of workforce in these companies. Therefore, internal recruitment, employment security and work force development was not a problem for hospitality companies. Table 3: Descriptive Statistics of 17 TQM Practices in Indian Hospitality Industry TQM Practice Response Counts Mean Standard Rank 1 2 3 4 5 Score Deviation Top-management commitment 0 0 5 7 22 4.50 0.74 1 Customer focus 0 0 4 13 17 4.38 0.697 2 Training and education 0 1 10 10 13 4.03 0.904 6 Continuous improvement and innovation 0 4 6 6 18 4.12 1.094 4 Supplier management 3 10 8 4 9 3.18 1.359 16 Employee involvement 0 9 10 7 8 3.41 1.131 14 Information and 0 1 20 4 9 3.62 0.922 11 National Conference on Emerging Challenges for Sustainable Business 2012 1877
analysis Process management Quality systems Benchmarking Quality culture Human resource management Strategic planning Employee encouragement Teamwork Product and service design Communication Overall Total Quality Management Practices in Indian Hospitality Industry: Some… 0 2 13 13 6 3.68 0.84 8 0 3 10 12 9 3.79 0.94 7 0 7 9 11 7 3.53 1.051 12 1 2 6 10 15 4.06 1.07 5 6 11 6 7 4 2.76 1.30 17 0 5 18 5 6 3.35 0.95 15 0 9 8 9 8 3.47 1.13 13 0 3 15 8 8 3.62 0.95 10 0 0 8 13 13 4.15 0.78 3 0 2 14 12 6 3.65 0.84 9 4.3 Analysis of Key TQM Practices 4.3.1 Reliability Test According to Black (1999), “reliability is an indication of consistency between two measures of the same thing”. It is most commonly followed technique to measures internal consistency among a group of items combined to form a single scale and reflects the homogeneity of the scale. An internal consistency analysis was performed separately for the items of 17 TQM practices. The alpha values of each TQM practice are summarized in Table 4. The reliability coefficients (alpha values) of 17 TQM practices exceeded the minimum acceptable level of 0.60 (Black and Porter, 1996). Further, after performing reliability test, 19 items were deleted to increase the reliability of the scale. Therefore, the total items covering 17 TQM practices were reduced from 110 to 91. As can be seen from Table 4, the reliability coefficients range from 0.664 to 0.930, thus, provides strong evidence that the scales developed are judged to be reliable. 3.72 National Conference on Emerging Challenges for Sustainable Business 2012 1878
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