Improving the performance of human resource systems in Kenyan E-hotelsLeah Wamuyu Maringa (Msc-HTM,...

Objectives Urban Dialectics, an Inquiry & Design Colloquy, operating under the umbrella of Urban Algorisms, an Inquiry,

Instruction, Design, and Development Ensemble (ii.2d), publishes the Journal of Inquiry in Design Pedagogy (JIDEP).

Urban Dialectics is committed to promoting a culture of excellence in the management of our resources and in the

sustainable use of the environment. To this end, it has set up JIDEP as a forum for training emerging scholars in the

discipline of research, academic discourse, and in the dissemination of empirically acquired scientific knowledge. The

Journal of Inquiry in Design Pedagogy [JIDEP] is a double blind peer-reviewed serialisation that targets graduate and

undergraduate student participation in critical scientific research inquiry, discovery, and knowledge dissemination.

Being a citable publication with wide cross-border distribution, it is dedicated to promoting novel research based

concepts, theory development, and innovative design solutions in the built environment. The journal also serves as an

instrument through which contributors and readers learn the very essential skill of scholarly scientific research

reflection, reporting, and structured contention.

Scope The journal documents and disseminates contemporary empirical thought, from the unique perspective of the unfettered and

imaginative vantage point of subtle, youthful minds. It fully acknowledges their peculiar penchant for radical creativity. The

journal enjoys a broad reach within the discipline of the built environment. It brings together resourcefulness in

architectural theory, structures, technology, building environmental science, planning, urban design, conservation, and housing

design and policy.

Ready-to-referee manuscripts should be dispatched to: The Editor-in-chief, Journal of Inquiry in Desing Pedagogy [JIDEP]; http://www.fimen.net/UrbanDialectics.html;

http://www.urbanalgorisms.net, E-mail: [email protected]; Telephone +254-727-594-421/+250-788-829-576

Publication of papers is carried out without charge to the authors,

A guide to authors is included at the end of the journal, in the last pages,

The journal publishes electronically.

[Volume 1, number 1, June 2013, Printable version]

http://www.fimen.net/UrbanDialectics.html

http://www.urbanalgorisms.net/

mailto:[email protected]

1

Editorial Board Editor-in-Chief………………….………………………………….……………….Paul Mwangi Maringa (PhD), Workforce Development Authority

(WDA), Rwanda,

Art editor……………………………..………………………..……………………Philip Ochieng Okello (M., Arch), Jomo Kenyatta University of Agriculture & Technology (JKUAT), Kenya.

Associate Editors: Environmental Management Planning & Design……………..James K. A. Koske (PhD), Kenyatta University (KU), Kenya, Architecture, Urban Design & Conservation……...………..Bernard Njuguna Muqwima (PhD), Jomo Kenyatta University of Agriculture & Technology (JKUAT), Kenya, Sociology & Planning….………….………………….…………….………..Sampson Mwangi Wokabi (PhD), Egerton (EU), Kenya, Structural Aesthetics & Technology………………..………….Christopher Muthini Mbatha (Dr., Ing), University of Nairobi (UoN),

Kenya, Urbanisation, Housing design & Policy...……………………..Jeremiah Nyabuti Ayonga (PhD), Moi University, Kenya.

Honourary Editor: Sampson Ikewochukwu Umenne…………………………………..MARCON, MAAK, MIAZ, MACZ, reg. arch., Consultant, Human Settlement Development, Deputy Director and Head of the Department of Architecture, Polytechnic of Namibia, Private Box 13388, Windhoek, Republic of Namibia

Review Every paper is separately reviewed by three referees, and their counsel communicated to the author (s) within 3 months of

receipt of the papers. The authors (s) are expected to address all advised amendments and to tender the revised paper

within 3 months from the date that the referees’ direction was sent out to them. Late submission that fails to meet this

schedule will be regarded as utterly new submissions. Such papers will then be taken all over again, through the full process

of review. Author (s) whose papers qualify for publication will each be given a free copy of the particular journal issue that

contains their as-published papers. Complete copies of all issues of the journal will be made available to interested readers,

at a prescribed cost.

Copyright Authors should be careful to only submit to the Journal of Environmental Planning and Architecture [JEPA], original

unpublished works, which are not under consideration for publication somewhere else. By submitting a manuscript, authors in

effect sanction the transfer of copyright for their article to the publisher, once the article is accepted for publication.

This copyright covers the unreserved right to reproduce and distribute the article, and also reprints, photographic

reproductions, microfilm, or any other reproduction of a similar nature, and also of any other form, including translations.

The journal endeavors to ensure technical exactness and dependability of ideas and opinions. Author(s) however are fully

liable for compliance with copyright laws and the rules as well as ethics of plagiarism, with regard to referencing, citations,

quotes and reproductions. They carry full responsibility over the information contained in their respective papers.

2

LIST OF CONTRIBUTORS

Philip Ochieng Okello ([email protected]) & Tetsumi Horikoshi

([email protected])

Micro climate and thermal comfort in urban parks and their surrounding built up area – A

case of Meijou Park, located at the center of Nagoya city, Japan

Leah Wamuyu Maringa ([email protected]) & Paul Mwangi Maringa

([email protected])

Improving the performance of human resource systems in Kenyan E-hotels

Ephraim W. Wahome ([email protected]), Bernard Njuguna Mugwima & Wycliff

N. Nyachwaya ([email protected])

Reflections on the conservation of urban heritage attractions – The case of Nairobi, 1898

to 1948

Maina Maringa ([email protected]) & Peter J. Miano ([email protected])

A proposed state-of-art automation training centre of excellence for TVET that is

designed to meet the needs of identified programmes

Leah Wamuyu Maringa ([email protected]) & Paul Mwangi Maringa

([email protected])

Primary activity efficiency of the work process in ICT based hotels

Maina Maringa ([email protected]) & Paul Mwangi Maringa

([email protected])

Setting up a model college of technology in Kigali city – The Kicukiro College of Technology

(KCoT)













3

TABLE OF CONTENTS

FORE MATTER

Objectives of the Journal………………………………………………………………………………………………………………….01

Scope of the Journal…………………………………………………………………………………………………………………………..01

Manuscript dispatch advice…………………………………………………………………………………………………………….…02

Paper review policy………………………………………………………………………………………………………………………………02

Copyright rules of the Journal…………………………………………………………………………………………………………02

List of Contributors to this issue………………………………………………………………………………………………….…03

Guide to authors…………………………………………………………………………………………………………………………………..16

MAIN TEXT

Table of Contents………………………………………………………………………………………………………………………….…….04

Paper Listing

1. Micro climate and thermal comfort in urban parks and their surrounding built up

area – A case of Meijou Park, located at the center of Nagoya city, Japan, Philip

Ochieng Okello & Tetsumi Horikoshi

0([email protected])......................................................................................................................................05

2. Improving the performance of human resource systems in Kenyan E-hotels, Leah

Wamuyu Maringa ([email protected]) & Paul Mwangi Maringa

([email protected])................................................................................................................................................17

3. Reflections on the conservation of urban heritage attractions – The case of

Nairobi, 1898 to 1948, Ephraim W. Wahome, Bernard Njuguna Mugwima & Wycliff

N. Nyachwaya

([email protected]).................................................................................................................................................44

4. A proposed state-of-art automation training centre of excellence for TVET that is

designed to meet the needs of identified programmes, Maina Maringa

([email protected]) & Peter J. Miano

([email protected])……………………………………………………………………...........................................................................70

5. Primary activity efficiency of the work process in ICT based hotels, Leah Wamuyu

Maringa ([email protected]) & Paul Mwangi Maringa

([email protected]).............................................................................................................................................87









4

6. Setting up a model college of technology in Kigali city – The Kicukiro College of

Technology (KCoT), Maina Maringa ([email protected]) & Paul Mwangi

Maringa

([email protected])………………………………………………………………….........................................................................106

Guide to Authors……………………………………………………………………………………………………………………………….155

.



17

Improving the performance of human resource systems in Kenyan E-hotels

Leah Wamuyu Maringa (Msc-HTM, Bsc-HRM, H/Dip-IM, O/Dip-IM), Senior Lecture and Head of

Department, Rwanda University Tourism College (RUTC), P.O. BOX, 5150, Kigali, Rwanda, Tel: (+250

0783271990, +254 716735052; Fax: (+250 575551), Email: [email protected]

&

Paul Mwangi Maringa (PhD, M.A. Planning U & R, B.Arch hons, corporate m.a.a.k, m.k.i.p, reg. Arch),

Associate Professor in Architecture & Planning, Senior Expert, Planning & Project Management,

Workforce Development Authority, (WDA), P.O Box, 2707, Kigali, Rwanda, Tel: +250788829576,

+254 727594421, Email: [email protected]

Abstract Efficient delivery of services depends a lot on timely unimpeded information transfer between and within these activity nodes in an e-hotel. This paper focuses attention on the performance of the Human Resource Systems activity node of an e-hotel, as it is catalysed by the Information Communication Technology (ICT) revolution that has so transformed global human economic and social activities. This relationship with ICT is given premium especially because potential customers today have become ICT literate, seeking information on hotel services and communicating through the ICT medium. Hotels that fail to adopt this technology then are hard pressed to survive. The inquiry adopts the cross-sectional sample survey design scientific methodology with a logical systematic and repeatable sequence of procedures, which are ordered into a coherent descriptive research design. For representativeness, reliability and validity, it makes use of the proportional allocation procedure, blending simple random sampling with cluster and stratified sampling to maximise homogeneity of sample units. The study establishes a clear dependency of efficient delivery of service in the Human Resource systems on the application of ICT. This positive response to ICT interventions grows with rising hotel star rating, but with a slump in trends in the 3rd and 4th star rating of e-hotels, and this, tallies well with the eventual increases in levels of computerisation and computer literacy. By and large there is no differentiation in responsiveness for Personnel Management, Hotel Infrastructure, and General Activity Coordination, the three functions of Human Resource Management. It is necessary then for e-hotels with low star rating to prioritise investments that improve their physical facilities along with the quality of their personnel. They ought to experience more investment on computerisation, while building in an efficient ICT infrastructure. These e-hotels should set internal ICT policies for all operations and services as well as communication with customers to be computer based.

Key words: Performance, ICT, Human Resource Systems

1.0 INTRODUCTION

The world has transformed into a global

village, with trends in one part fully

influencing the rest of the world. In

these days of globalising world markets,

hotels everywhere, and more particularly

here in Kenya, face a daunting task of

maintaining a competitive edge, against

rapidly adapting international competitors

(Economic Survey 2003, 2005). One

principal aspect of globalisation is the



18

Information and Communication

Technology (ICT) industry. It has

radically altered hotel operations, moving

them towards e-commerce and therefore

transforming them into e-hotels whose

operations are premised upon ICT. It

carries with it distinct possibilities for

improving the efficiency in the internal

operations of hotels that rely centrally on

information transfer, and therefore

communication (Hansen & Owen 1995,

Buhalis 1997, Buhalis & Earl 1997, Cho &

Olsen 1998). Increased efficiency that is

synonymous here to improved performance

(http://dictionary.reference.com/browse/

efficiency) here assumes a balanced bled

of both an internal (Pareto) and external

(Utilitarian) form of attaining the

greatest balance of benefits over costs

(http://homes.chass.utoronto.ca/~jheath/

text/MMch1.pdf, Chapter 1, pages 14f &

15).

The human resource systems in a hotel are

the very same ones that are also termed

the support activity node of which is

variously otherwise termed the back

office systems or the secondary activity

level of a hotel. They draw together the

related fundamental considerations or

functions of personnel management, hotel

infrastructure, and general activity

coordination in as much as they anchor the

principal functions of hospitality in a hotel

(Braham 1988). This activity node fits

into the conventional abstraction of hotels

into seven mutually supportive

fundamental activity hubs, the CAPITA

model or construct of hotels (Cho & Olsen

1998), that represents the Competitive

Advantage Provided for by an Information

Technology Application. Second among

these seven is the Secondary Activity

level that has been selected for inquiry in

this study (Sethi & King 1994, Cho & Olsen

1998).

The accompanying aspects of the human

resource systems that define the

workings of its three functions (personnel

management, hotel infrastructure, and

general activity coordination) are critical

to the efficient operations and therefore

performance of this secondary activity

level of a hotel. These are the aspects of

training, communication, and information

search in the processes of acquisition

storage, and distribution of hotel services

or products (Braham 1988).

Their applications cut across the three

basic functions that comprise this activity

node of a hotel and are therefore

examined for all three functions in

respect of direct financial costs, costs in

regard to time, and the actual manpower

needs

(http://media.wiley.com/product_data/ex

cerpt/23/04703760/0470376023.pdf,

Chapter 1 page 9-12). Improved

performance in this activity level of a

hotel’s operations would expectedly result

http://dictionary.reference.com/browse/efficiency


http://homes.chass.utoronto.ca/~jheath/text/MMch1.pdf


http://media.wiley.com/product_data/excerpt/23/04703760/0470376023.pdf


19

in detectable reductions of all three

indices of direct financial costs, time, and

manpower needs.

The onset of globalisation has in effect

determined that hardly any markets are

obscured from the superior competition

that comes from technologically advanced

settings. The Information and

Communication Technology (ICT) is a

technology of peculiarly vital importance

as it by nature provides the link between

all other technologies and the functions

that they support. It also has become the

primary media in which consumers and

service providers interact as signaled by

the fast growing phenomenon where

internet today is providing access to more

than 40 million people worldwide (Connolly,

Olsen, Moore 1997). It is with this

technology too that consumers make

decisions, and service providers such as

hotels channel their information flows

(Paraskevas & Buhalis 2002).

Understanding the importance of ICT

within the specific functions of the human

resource systems (those of personnel


general activity coordination) and their

related aspects of hotel operations

(training, communication, and information

search) as this inquiry seeks to do, has

the potential to re-fashion hotel services

in a manner that empathises the pre-

directions of contemporary consumer

inclinations towards ICT dependency, and

present trends of e-hotel operations. In

this way hotels that attain e-compliance

and therefore ones that embrace e-

commerce, in effect becoming e-hotels,

are enabled to competitively capture

bigger markets shares within the

international market stage. They gain a

competitive advantage over their

competitors.

2.0 THE PROBLEM

In an increasingly integrated world, the

expanding global competition for

opportunities is bearing rather

conspicuously on local enterprises

especially those that depend much on

world markets. The Hotel industry in

Kenya is one such economic sector whose

primary source of business is the world

market. Over 75% of its customers come

from outside the national borders, and

especially from the most developed

countries, as compared with 19% local and

0.06% regional (Economic Survey 2002,

2003). These same most developed

nations reflect comparatively much higher

levels of integration of ICT and other

contemporary technologies, in their

society and its business operations

(Samkange 2008, Hoontrakul and Sahadev

2005). Accordingly this industry in Kenya

manifests marked vulnerability to such

changing international trends.

20

It is a truism that the world is now poised

to fully embrace the ICT revolution, most

especially in the more developed north,

where hotel customers and service

providers transact most business on the

internet and through computers (Connolly,

Olsen, Moore 1997, Connell 2002, Buhalis

1997). Kenyan hotels that have not

embraced this changing trend face

growing challenges of attracting

customers from the international scene,

as they are unable to fit into the

customer’s IT-based service and

information needs. They are faced with a

real threat of a dwindling international

market share and in consequence, on the

overall, a scenario of slumped business

(Economic Survey 2003).

Kenyan hotels then need urgent

transformation into e-hotels that are

guided by knowledge of the workings of

ICT in the various activity levels,

functions and aspects of the hotel. Such

knowledge would enable optimised and well

directed interventions within the overall

hotel structure, and in this case in the

functions and aspects of the human

resource systems. It would help identify

aspects of hotels and areas of the overall

national hotel system (within the

classification system and also in respect

to the spatial distribution of hotels

nationally) that are most responsive to

ICT interventions and those where its

absence causes maximum loss of business

opportunity, for priority redress. This

inquiry is apposite and timely given the

prevailing general dearth of information

on ICT use in Kenyan hotels (Maringa

2007).

3.0 AIMS AND OBJECTIVES

The central concern of this study was to

understand how ICT interacts with hotel

operations in its back office systems or

support functions, to improve

performance. In this study, this aim or

objective was fashioned into the following

relational scientific or null hypothesis, and

then alternatively stated as a research

hypothesis:

H0: There is no relationship between

the use of information and

communication technology and

performance in the human resource

systems of e-hotels.

H1: There is a relationship between the

use of information and

communication technology and

performance in the human resource

systems of e-hotels.

The study aimed to come up with a scale

of relative values of the three functions

of the human resource systems in a hotel

(personnel management, hotel


coordination) and their identified three

related and inherent aspects of their

operations in a hotel (training,

21

communication, and information search) in

the way they respond to ICT

interventions. In this way the study

aspired to develop a mural of preferred

hierarchies and points of priority

interventions, in both the functions and

their aspects, for improved

competitiveness of the hotels in the world

market place.

4.0 THEORETICAL & CONCEPTUAL

FRAMEWORK

The ICT based products and processes

help hotels to enhance the operating

efficiency, improve the service experience

as well as provide a means to access

markets on global basis (Hoontrakul and

Sahadev 2005). Research indicates that

countries that compete effectively on the

global market place generally enjoy a

technological advantage and these tend to

be developed countries (Samkange 2008).

The digital revolution sweeping across

Europe, America and some Asian countries

has altered the economic landscape and

the business environment. Progressive

business organisations in these countries

have not only embraced electronic

management (e-management) of

information systems and technical

business operations but demonstrated the

ability and capacity to adapt, implement,

and utilize ICT systems for best business

practice. In this way they are able to

carve niches for themselves on the global

market place as their levels of

productivity improve (Ibid).

According to Samkange and Crouch (2008)

the pace of technological development

tended to evolve around the availability

and accessibility of technologies and the

technical process of operationalising ICT.

They assert that the presence of cutting

edge technology in the form of digitalised

flat screen computer display monitors,

high speed processing units and mass

storage devices, television sets and

numerous other video and audio devices

including mobile and wireless technologies

shows amazing levels of technological

availability and accessibility.

Contrary to concerns regarding alarming

levels of ignorance on technology

development matters among managers

expressed by Kirk (1995), and Sigala &

Connolly (2006) research results indicate

encouraging levels of technological

awareness and activity in the hotel

industry. This seems to confirm the

general global belief that hotels no longer

consider the decision to computerise

operations an option but a necessity (Moon

2004). The impressive levels of

availability and accessibility of

technological hardware and software

suggest increased affordability by hotels

and possibly the availability of foreign

currency to facilitate the access to these

technologies.

22

According to Connolly and Olsen (2000),

ICT is the single greatest force affecting

change in the hospitality industry. Buhalis

(1998) attributes this trend to both the

rapid advances in technology as well as the

increasing demands of the customers who

look forward to flexible, specialised,

accessible and interactive products and

communication with the principles. This is

the general profile of competing hotel

establishments in the developed nations

and of the customers that Kenyan hotels

wish to attract from these same markets.

The profile underscores an urgent need to

transform Kenyan hotels, making them

amenable to unhindered ICT use, and

therefore changing them into e-hotels

(ones that operate e-commerce) capable

of carrying their own weight in a

competitive e-commerce world setting.

Such hotels will increasingly buy and sell

products or services over electronic

systems such as the Internet and other

computer networks. They shift reliance

towards electronic commerce that is

driven by such technologies as electronic

funds transfers, supply chain management,

internet marketing, online transaction

processing, electronic data interchange,

inventory management & automated data

collection systems (Madnani 2013).

Human resource systems have a critical

role to play in anchoring service delivery

within hotels as they oversee

administrative aspects of hotel employees,

the procurement and maintenance of

suitable physical infrastructure and

equipment, and in their supervisory role of

general activity coordination (Braham

1988). Their mandate therefore centrally

addresses overall facilitation of hotel

operations. This mandate relies a lot on

information gathering, storage and

dissemination, as well as capacity building

of the human resource for improved

service delivery.

A critical component of staff performance

in any working environment is job

satisfaction or worker motivation that

depends much on both their management

and the interpersonal ambience that is set

up at work (Buchanan and Huczynski 1997).

This is a domain of human resource

systems that on its part relies much on

information acquisition, storage, and

delivery for effective monitoring of its

three basic functions. An activity hub

such as the human resource systems that

is so overtly reliant on information is a

prime position in the overall hotel scene

through which to cause positive

transformation in efficiency and

performance through well selected and

targeted stimuli.

Information technology is the one choice

potential stimulus that is interrogated

here in this study, as it brings with it a

fast pace of information exchange and

online inquiries, data processing and

23

analysis, that promotes easier and more

incisive decision – making. Through

computer networks, it supports areas of

communication, personal (human resource

systems), website based sales advertising

(marketing) and business intelligence

(strategic planning) (Paraskevas & Buhalis

2002). Below is a schematic

representation of a conceptual postulation

of this dimension of the overall CAPITA

construct of the hotel, whose responsive

improved performance as catalysed by

ICT this study inquires on (Figure 1).

24

Figure 1: Suggested interactions of the human resource system in hotels with

information communication technology (ICT) – Conceptual Framework.

Information

Communicatio

n Technology

(ICT)

General Activity

Coordination

Function of Hrs

Hotel

Infrastructure

Function of

HRS

Personnel

Management

Function of HRS

Training Aspects

Information

Searching Aspects

Communication Aspects

Human Resource

Systems (HRS) –

the Secondary

Activity Node or

Dimension of the

CAPITA Hotel

Construct

Training Aspects

Information

Searching Aspects

Communication

Aspects

Information

Searching Aspects

Improved

Performance

All the hotel operations of training,

communication and information search translate

into cost that is either direct, time based or of the

form of manpower needs.

25

5.0 METHODOLOGY

The inquiry adopts the scientific

methodology with a logical systematic

and repeatable sequence of

procedures, which are ordered into a

coherent and descriptive research

design (Kothari 1996, Nachmias &

Nachmias 1996, Emory, W. C, & R.

Cooper, (1995).

It brings together cross-sectional

sample survey design methods and

makes use of the proportional

allocation procedure to achieve a

representative survey of the hotel

scene (Mugenda & Mugenda 1999,

Kothari 1996).

Table 1: Proportional allocation of sampled hotels to the 2-5 Star rated

stratum for each of the three principal hotel spatial clusters in Kenya

NAIROBI

CLUSTER

COASTAL

CLUSTER

NATURE

RESERVES

CLUSTER

TOTAL

N % H N % H N % H N % H

2 STAR RATED

HOTELS

5 24 1 35 62 8 18 35 4 58 45 13

3 STAR RATED

HOTELS

9 43 2 13 23 3 22 42 5 44 34 10

4 STAR RATED

HOTELS

0 0 0 6 11 1 7 13 2 13 10 3

5 STAR RATED

HOTELS

7 33 2 2 4 1 5 10 1 14 11 4

TOTAL 21 100 5 56 100 13 52 100 12 129 100 30

N: Numbers of respondents, H: Number of Hotels where these respondents are obtained; Source: Maringa 2007.

For reliance and validity, simple

random sampling was blended with

cluster and stratified sampling in

order to maximise the homogeneity of

the sample units. In this regard, the

accessible population of Kenyan hotels

was ordered first on the basis of

spatial homogeneity. This revealed

three dominant spatial clusters, the

Nairobi, Coastal, and Nature Reserves

clusters, which embrace 134 (82%) of

the 163 (100%) classified hotels in

Kenya; the latter then being the hotel

universe or population. These clusters

26

were the principal tourist destinations

in the country. The hotels were

thereafter set into ranks of

homogenous 2-5 star-ratings. Out of

this ranking emerged 142 (87%) out

of the 163 (100%) classified hotels in

the country that fitted into this

hierarchical range of 2-5 star rated

or classified hotels in the country.

Table 2: Distribution of star rated hotels in Kenya for June 2003

LOCATION NUMBER % %

ALL COUNTRY 1-5 Star rated Hotels 163 100

2-5 Star rated Hotels 142 87

NAIROBI, COASTAL, AND

NATURE RESERVES CLUSTERS

1-5 Star rated Hotels 134 82 100

2-5 Star rated Hotels 129 79 96

Source: Kenya Gazette No 3976 (2003), “The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988”, Authority of the Republic of Kenya, vol. CV – No 62.

In each of these three clusters then,

thirty of 2 to 5 star-rated hotel

samples are selected

representatively, using a complex

random sampling procedure (Lapin

1981, Kothari 1996, Nachmias &

Nachmias 1996, Mugenda & Mugenda

1999).

Table 3: Proportional allocation of hotels among the three principal hotel

spatial clusters in Kenya

NAIROBI

CLUSTER

COASTAL

CLUSTER

NATURE RESERVES

CLUSTER

TOTAL

NUMBER OF 2-5 STAR

RATED HOTELS

21 56 52 129

PERCENTAGES 16 44 40 100

SAMPLED HOTELS 5 13 12 30

Source: Kenya Gazette No 3976 (2003), “The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988”, Authority of the Republic of Kenya, vol. CV – No 62.

In order to access parametric

statistical analysis based on the

status of a normal population and the

theoretical benefits of the

27

probability theory, the study limited

the sample to a size of not less than

30 sampling elements or items – the

hotels (Lapin 1981, Hayslett 1983,

Gregory 1978). In the Nairobi Cluster

then, Panafric Hotel was selected

from the 2-star rated hotels, Nairobi

Safari Club and Ambassador Hotel

from the 3-star rated hotels, and

Grand Regency together with Safari

park Hotel from the 5-star rated

hotels. There were no 4-star rated

hotels in this cluster.

Table 4: Selection of the hotels that were visited for field survey in the

Nairobi spatial cluster

NAIROBI

SPATIAL

CLUSTER

2-STAR

RATED

HOTELS

3-STAR RATED

HOTELS

4-STAR

RATED

HOTELS

5-STAR RATED

HOTELS

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

1 Sports

View

1 The Bounty

Hotel

1 1 Hotel Inter

Continental

2 Panafric* 2 Fairview

Hotel

2 2 Grand

Regency*

3 Silver

Springs

3 Marble Ark 3 3 Hilton

4 Boulevard 4 Landmark 4 4 Norfolk

5 Six

Eighty

5 Holiday Inn 5 5 Serena

6 6 Windsor 6 6 The Stanley

7 7 Nairobi

Safari club*

7 7 Safari park

Hotel*

8 8 Utalii 8 8

9 9 Ambassador* 9 9

Source: Maringa 2007, founded upon the classifications of the Kenya Gazette No 3976 (2003), “The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988”, Authority of the Republic of Kenya, vol. CV – No 62. Random numbers used here are adapted into a two digit version (A 09, 07, 02, 01, 05, 08, 06, 04, 03 order of selection) from the computer generated Tippet’s table of four digit random numbers in the Nachmias & Nachmias (appendices). Selected Hotels are represented in bold and with an asterix. Where the selected hotel failed to be accessible, then the next in line would be resorted to and is the one then featured here.

28

In the Coastal Cluster, Eight hotels

were selected from the rather

expansive 2-star rated hotels strata.

These included Neptune Paradise

Hotel (South Cost -Mombasa), New

Lamu Palace Hotel (Lamu), Diani Sea

Lodge (South Coast-Mombasa),

Scorpio Villas(Malindi), Coconut

Village (Malindi), Mwembe

Resort(Malindi), Peponi Hotel(Lamu),

and Giriama Beach Hotels (North

Coast - Mombasa). From the 3-star

rated hotels strata were selected

Mombasa Beach hotel (North Coast-

Mombasa), Reef Hotel (North Coast-

Mombasa), and Bahari Beach Lodge

(North Coast - Mombasa).

The 4-star rated hotels yielded only

one hotel into the sample, and this

was the Severin Sea Lodge (North

Coast - Mombasa). From the 5-star

rated hotel cluster only one hotel, the

White Sands Hotel (North Coast -

Mombasa) was selected.


Coastal spatial cluster

2-STAR

RATED

HOTELS

3-STAR RATED

HOTELS

4-STAR RATED

HOTELS

5-STAR RATED

HOTELS

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

COASTAL

SPATIAL

CLUSTER

1 Neptune

Paradise

Hotel*

1 Lawfords

Hotel &

Beach Club

1 Severin Sea

Lodge*

1 Hemmingway

Hotel

2 Kasar al

Bahir

Hotel

2 Diani Sea

Resort

2 Nyali Beach

Hotel

2 White Sands

Hotel*

3 Ocean

Village

Club

3 L. T. I

Kakasi

Beach

3 Mombasa

Ocean

Beach Hotel

3

4 Chale

Island

paradise

4 Diani Reef

Hotel

4 Indian

Ocean

Beach Hotel

4

5 Baobab

Holiday

Resort

5 Baobab

Beach

Resort

5 Traveler

Tiwi Beach

Hotel

5

29

2-STAR

RATED

HOTELS

3-STAR RATED

HOTELS

4-STAR RATED

HOTELS

5-STAR RATED

HOTELS

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

COASTAL

SPATIAL

CLUSTER

6 Papillion

Lagoon

Reef

Hotel

6 Indiana

Beach APT

Hotel

6 Club Sun ‘N’

Sand

6

7 Driftwoo

d Beach

Hotel

7 Southern

Palms Beach

Hotel

7 7

8 Palm

Beach

Hotel

8 Kilifi

Baharini

Resort

8 8

9 New

Lamu

palace

Hotel*

9 Mombasa

Beach

Hotel*

9 9

2-STAR

RATED

HOTELS

(second set)

2-STAR RATED

HOTELS (Third

set)

2-STAR RATED

HOTELS (Fourth

set)

3-STAR RATED

HOTELS (Second

set)

S/

No

Listed &

selected

Hotels

S/No Listed &

selected

Hotels

S/No Listed &

selected

Hotels

S/No Listed &

selected

Hotels

1 Eden

Rock

Hotel

1 Malaika

Hotel

1 Stephen

ia Sea

House

1 Woburn

Resident

Club

2 Diani Sea

Lodge*

2 Neptune

Beach

Hotel

2 Mwemb

e

Resort*

2 Reef

Hotel*

3 Dolphin

Hotel

3 Le Soleil

Beach

Hotel

3 Seahors

e M.

Club

3 Bahari

Beach

Lodge*

4 Paradise

Beach

Hotel

4 Mnarani

Club

4 Domina

palm

Tree

4 Leisure

Lodge &

Beach

30

2-STAR

RATED

HOTELS

3-STAR RATED

HOTELS

4-STAR RATED

HOTELS

5-STAR RATED

HOTELS

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

Club Resort

5 Bamburi

Beach

Hotel

5 Hotel

Barracu

da

5 Peponi

Hotel*

5

6 Tropical

African

Dream

Village

6 Malindi

Beach

Club

6 Bush

Baby

Hotels

6

7 Scopia

Villas*

7 Blue Bay

Village

7 Giriama

Beach

Hotel*

7

8 Kilifi Bay

Beach

Hotel

8 Karibuni

Villas

8 Aquarius

Beach

Hotels

8

9 Corn

Beach

Hotel

9 Coconut

Village*

9 9

Source: Maringa 2007, founded upon the classifications of the Kenya Gazette No 3976 (2003), “The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988”, Authority of the Republic of Kenya, vol. CV – No 62. Random numbers used here were adapted into a two digit version (resulting in a 09, 07, 02, 01, 05, 08, 06, 04, 03 order of selection) from the computer generated Tippet’s table of four digit random numbers in the Nachmias & Nachmias (appendices). Selected Hotels represented in bold and with an asterix. Where the selected hotel failed to be accessible, then the next in line would be resorted would be the one now featured here.

.

The Nature reserves cluster supplied

12 hotels to the sample. In the 2-star

rated hotels strata were selected the

Little Governor’s Camp, Voyage Safari

Camp Ziwani, Mara Hippo Tent Camp,

and Fig Tree, all in the Mara. Within

the 3-star rated strata were selected

the Severin Safaris Camp (Tsavo),

Samburu Serena Lodge, Tree Tops

Lodge (Mt Kenya), Lake Naivasha

Country Club (Naivasha) and Sarova

Mara Camp (Tsavo). In the 4-star

rated hotels strata was selected the

Finch Haltons Tent Lodge (Tsavo), and

31

The Ark (Muiga –

Aberdares/Nyandarua ranges). Only

one hotel the Mt Kenya Safari Club

(Muiga – Aberdares/Nyandarua

ranges) was selected into the 5-star

rated hotel strata.


Nature Reserves spatial cluster

2-STAR RATED

HOTELS

3-STAR RATED

HOTELS

4-STAR RATED

HOTELS

5-STAR

RATED

HOTELS

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

NATURE

RESERVES

SPATIAL

CLUSTER

1 Little

Governor’s

Camp*

1 Severin

Safaris

Camp*

1 Ol Tukai

Lodge

1 Mara

Simba

Lodge

2 Voyage

Safari Camp

Ziwani*

2 Mara Sopa

Lodge

2 Finch

Haltons

Tent

lodge*

2 Mt Kenya

Safari

Club*

3 Rondo

Retreat

Centre

3 Voi Safari

Lodge

3 Shaba

Sarova

Lodge

3 Mara

Serena

Lodge

4 Lake

Elementaita

4 Greater Rift

Valley

Lodges Golf

Resort

4 Kichwa

Tembo

Camp

4 Amboseli

Serena

Safari

Lodge

5 Amboseli

Lodge

5 Sweet

Waters

Tented

Camp

5 Olonana

Camp

5

6 Tortlis Camp 6 Siana Spring

Camp

6 Mountain

Lodge

6

7 Traveler

Mwalunganje

El camp

7 Samburu

Lodge

7 The Ark* 7

8 Aberdare

Country Club

8 Baringo

Island Camp

8 8

32

2-STAR RATED

HOTELS

3-STAR RATED

HOTELS

4-STAR RATED

HOTELS

5-STAR

RATED

HOTELS

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

S/

No

Listed &

selected

Hotels

9 Safari Gordon

Blue

9 Tree Tops

Lodge*

9 9

NATURE

RESERVES

SPATIAL

CLUSTER

2-STAR RATED

HOTELS (Second set)

3-STAR RATED

HOTELS (Second set)

3-STAR RATED

HOTELS (Third set)

S/

No

Listed & selected

Hotels

S/

No

Listed & selected

Hotels

S/

No

Listed &

selected

Hotels

1 Voi Wildlife Lodge 1 Samburu Serena

Lodge*

1 Kilanguni

Serena Lodge

2 Naro Moru River

Lodge

2 Voyage Safari

Lodge

2 Sarova Mara

Camp”

3 Shimba Rain Forest 3 Samburu Intrepids 3 Keekorok Lodge

4 Westmans Safari

Lodge

4 Mara Safari Club 4 Lake Nakuru

Lodge

5 Ngulia Safari Lodge 5 Lake Baringo

country Club

5

6 Mara Hippo Tent

Camp

6 Sarova Lion Hill

Lodge

6

7 Mara Intrepids

Club*

7 Saltlick Safari

Lodge

7

8 Governor’s Camp 8 Taita Hills Safari

Lodge

8

9

Fig Tree* 9

Lake Naivasha

Country Club*

9


33

The full complement of hotels that

were selected in this sample is

represented in the table here below

for ease of reference. They are

arranged along the three spatial

groupings adopted and also in

accordance with the four

classifications qualified for use in this

study.

Table 7: Full complement of hotels that were selected for field survey in all

three spatial clusters

2 STAR RATED

HOTELS

3 STAR RATED

HOTELS

4 STAR

RATED

HOTELS

5 STAR

RATED

HOTELS

NAIROBI

CLUSTER

Panafric Hotel Ambassador Hotel Nil Safari park

hotel, and

Grand

Regency

Hotel

COASTAL

CLUSTER

Diani Beach Lodge,

New lamu Hotel,

Giriama Beach Hotel,

Coconut Village Hotel,

Neptune Beach Hotel,

Scopia Villas Hotel,

Mwembe Resort, and

Peponi Hotel.

Reef Hotel,

Mombasa Beach

Hotel, and Bahari

Beach Hotel

Severin Sea

Lodge

White Sands

Hotel

NATURE

RESERVES

CLUSTER

Fig Tree Hotel,

Voyage Safari Camp

Ziwani, Mara

Intrepids Club, and

Little Governor’s

Camp.

Voyager Safari

Lodge, Tree Tops

Lodge, Sarova Mara

Clamp, Samburu

Serena Lodge, and

Severin Safaris Camp

The Ark and

Finch

Haltons

Tent Lodge.

Mt Kenya

Safari Club


34

Data was measured on the ordinal

scale, considering that the responses

that were obtained came in form of

opinions (Miller 1991, Emory & Cooper

1995, Shaughnessy & Zechmeister

1997). Improvements in performance

that resulted from the introduction

of information and communication

technologies in hotels were recorded

as being active or absent as evaluated

by the respondent hotel managers and

system administrators in hotels who

were interviewed in focused guided

interviews using structured survey

interview schedules. Such

improvements were assessed on the

basis of detectable gains in training,

communication, and information

search with respect to direct

financial costs of acquisition, storage,

and distribution. Improvements were

probed in the areas of personnel


general activity coordination. These

three define the support activity level

of a hotel that is here also termed

the human resource systems.

Table 8: Data collection schedule for performance in the secondary activity of

a hotel (use of internal network)

SUPPORT

ACTIVITY (Back

Office Systems)

TRAINING COMMUNICAT

ION

INFORMATIO

N SEARCH

CO

ST

01

TI

ME

02

MN

P

03

CO

ST

01

TI

ME

02

MN

P

03

CO

ST

01

TI

ME

02

MN

P

03

RESPONSE

CODES

A B A B A B A B A B A B A B A B A B

1 PERSONNEL

MANAGEMENT

2 HOTEL INFRASTRUCTURE

3 GENERAL ACTIVITY

COORDINATION

MNP: Manpower; A: No=1, B: yes=2. The no response receives a ranked value as it does not necessarily signify an absolute failed response but connotes merely not conspicuous or not quite detectable. These scores are weighted on a scale of 1-6 to translate into 3 & 6 scores respectively. Source: Maringa 2007

The study relied on statistical

analysis that blends descriptive and

inferential statistics to both identify

trends and detect critical patterns

35

and relationships. The SPSS and

Excel software anchored this analysis.

6.0 ANALYSIS

The requisite analysis of trends in the

Nairobi, Coast and Nature Reserves

clusters, and the 2-5 star rated

strata of hotels, were therefore

adequately characterized by a

singular analysis of cost in the

training aspect, within the personnel

management function of the

secondary activity level in a hotel.

The resulting trends were assuredly

appropriate to all three functions, as

well as their aspects of training,

communication, and information

search, in so far as efficiency and

productivity or performance, as

measured by cost in hotels was

concerned. These are illustrated in

Figure 1 here below.

Figure 1: Distribution of the response of improved performance and implied

competitive advantage to the application of ICT in all three functions of the

human resource systems

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

Personnel management

Hotel infrastructure

General activity coordination

Nairobi

Coast

NReserves

All three

Source: Maringa 2007

Here then the Nairobi cluster

generally had the highest level of

response of rising performance and

therefore improved competitive

advantage resulting from the

application of IT. It recorded 80%,

80%, and 60% yes responses, in three

functions of the secondary activity

level of hotels respectively that

include personnel management, hotel


coordination (Figure 1).

36

The Nature Reserves cluster came

next, with the second highest level of




application of IT. For the three

functions of the secondary or support

activity level of hotels, the yes

responses recorded were 33.3%,

33.3%, and 33.3% respectively.

The Coastal cluster had the least

general response or association




application of IT. This cluster

recorded, 0%, 30.8%, and 30.8% yes

responses respectively, for the three

functions of the secondary or support

activity level of hotels (Figure 1).

These trends are represented here

below in form of a graph. They

address cost in training for the three

functions of the secondary/support

activity level or human resource/back

office systems of hotels. Generally,

hotel infrastructure showed the

superior response level followed by

personnel management, with general

activity coordination coming in last

(Figure 1).

The preceding analysis presented

relative patterns between the three

clusters of hotels. It was useful to

also carry out a similar analysis where

relative trends were appreciated in

the clusters, but this time between

various hotel star ratings. The

Nairobi cluster experienced a drop in

the response level, and consequently

the relationship between improving

performance and the arising

competitive advantage with the

application of ICT between the two-

star rated hotels at 100% yes

responses and the three-star rated

hotels at 50% yes responses.

Thereafter, the trend reversed rising

to 100% yes response level in the

five-star rated hotels (Table 9).

Table 9: Distribution of the response of performance and therefore

competitive advantage to the application of ICT in personnel management

2 STAR

3 STAR

4 STAR

5 STAR

2-5 STAR

NAIROBI

(1)

100.00%

(1)

50.00%

(0)

0.00%

(2)

100.00%

(4)

80.00%

COAST

(2)

25.00%

(0)

0.00%

(1)

100.00%

(1)

100.00%

(0)

0.00%

37

2 STAR

3 STAR

4 STAR

5 STAR

2-5 STAR

NATURE

RESERVES

(2)

50.00%

(1)

20.00%

(0)

0.00%

(1)

100.00%

(4)

33.30%

ALL THREE

(5)

38.46%

(2)

20.00%

(1)

33.33%

(4)

100.00%

(8)

26.68%

Absolute values represent number of respondent units giving yes response then translated into % of total respondents; Source: Research Data, 2007.

The Coastal cluster also first lost

responsiveness of performance to the

applications of ICT, and displayed a

slackened positive response of rising

performance and therefore

competitive advantage between the

two-star rated hotels at 25% yes

responses and the three-star rated

hotels at 0% yes responses. After

this though there was a drastic rise in

the positive response of rising

performance and its implied

competitive advantage in the four-

star rated hotels at 100% yes

responses. The five-star rated hotels

retained scores similar to those

achieved by their four-star rated

counterparts at 100% yes responses

(Table 9).

In a minor contrast to these trends,

the Nature Reserves cluster

experienced a consistent drop in the

resulting efficiency and productivity

of secondary or support activities,

otherwise termed human resource

systems.

Here positive response of

performance and its associated

competitive advantage to the

application of ICT dropped right along

from the two, to the three, and then

to the four-star rated hotels, at 50%,

20%, and 0% yes responses

respectively. It is only in the five-

star rated hotels that a reversal of

this trend became discernible; with

the response levels of improved

performance and in consequence of


application of ICT going beyond those

that are noted to apply for the two-

star rated hotels, at 100% yes

responses (Table 9).

The trends in effect illustrate the

varying strength of the relationship

of performance and hence competitive

advantage with the application of ICT

in the secondary activity level of

38

hotels for the Nairobi, Coast and

Nature Reserves clusters. The

commonality of profile that is evident

for the three secondary functions

underscores the internal consistency

of this activity level and its work

processes.

Efficiency and productivity in human

resource systems, when examined in

respect of cost of training in the

three functions of secondary activity

level of hotels, revealed distinctive

internal hierarchies. These three

functions, personnel management,

hotel infrastructure, and general

activity coordination assumed a

ranked order of reducing response

and therefore of strength in their

relationship with the application of

ICT in hotels. In the two-star rated

hotels, personnel management and

hotel infrastructure took the first

position, while general activity

coordination came last (Figure 2).

In the three, four, and five-star

rated hotels all three functions tied,

and there was no hierarchy of the

levels of response. When all four

strata were brought together, the

varying levels of response of

performance and its implied


application of ICT emerged once

more. Here, Hotel infrastructure led

followed by general activity

coordination, with personnel

management coming at the very

bottom of this hierarchy (Figure 2).

Figure2: Distribution of the response of competitive advantage to the

application of ICT in all three functions of the human resource systems, for

the three clusters combined

Source: Maringa 2007

39

Correlation tests when carried out using

the Rank Spearman’s Rank Correlation

Coefficient test that is sensitive to

ranked data or information gathered on

the ordinal scale of measurement

revealed interesting trends. The

secondary activity level achieved

significant associations between its

functions, and several aspects of

computerisation. The number of

computers in the finance section of a

hotel correlated positively and

significantly with all three functions of

the secondary activity level in hotels

(personnel management, hotel


coordination) achieving a Spearman’s rank

correlation coefficient-r value of 0.557*.

Here the set alpha () error value stood

at 0.05 levels (2-tailed).

On the other hand, network

infrastructure displayed higher, more

significant correlation with the same

three functions of the secondary activity

level in hotels realizing a Spearman’s rank

correlation coefficient-r value of

0.720**. The set alpha () error value

was 0.01 levels (2-tailed).

7.0 FINDINGS

The study established a clear dependency

of efficient delivery of service in the

human resource systems on the

application of ICT. Specifically, The

Nairobi cluster of hotels dominated in

responsive improved performance to ICT

interventions. It was followed by the

Nature Reserves cluster. The Coastal

cluster of hotels came in last in this

hierarchy. There was a pattern where

this responsiveness diminished from the

2-star rated hotels to the 3-star rated

hotels, to thereafter drastically rise in

the 5-star rated hotels. In the 2-star

rated hotels, the personnel systems and

hotel infrastructure functions of the

human resource management led the third

function of general activity coordination

in responsive improved performance to

ICT catalysis. In the 3, 4, & 5-star rated

hotels, there was no differentiation in

responsiveness for these three functions

of human resource systems.

The human resource systems achieved

significant association between its

functions and several aspects of

computerisation. The number of

computers in finance correlated with all

three functions of the human resource

systems in hotels, these being personnel


general activity coordination. These all

attained a correlation coefficient value r

of 0.557*, with a set alpha error value (α)

of 0.05 (t-tailed). Network

infrastructure displayed higher, more

significant correlation with the same

three functions of the human resource

systems in e-hotels. It realised a

Spearman’s rank correlation coefficient r

40

value of 0.720**, with a set alpha error

(α) value of 0.01 (2-tailed).

8.0 CONCLUSIONS

Human Resource systems in hotels

responded increasingly well to the

application of ICT with rising hotel star

rating, but with a slump in trends in the

3rd and 4th star rating of e-hotels. The

general rising response of performance to

ICT interventions tallied well with the

eventual increases in levels of

computerisation and computer literacy

along this hierarchy of hotel

classification.

A rising star rating coincided commonly

with advances in hotel facilities and

personnel. Better hotel facilities were

represented in this research as good

profiles of the hotel premises and

personnel. This was with respect to,

hotels with longer years of operation,

higher bed capacities, and increased

reliance and with increasing specialisation

in systems administration as was

necessary to manage communications.

Better facilities in this study were

represented by the general increase in

the size of hotels and the infrastructure

especially in the form of computer

systems and networks. As such there was

an eventual rise of computer literacy, use,

and network infrastructure, virtual tours

in websites, and the use of e-mail for

enquiry in hotel products and services.

From these trends it was clear that a

relationship did in actual fact exist

between performance of the human

resource systems and the application of

ICT. The alternate hypothesis (H1 =

There is a relationship between the

application of information and

communication technology & performance

in the human resource systems in Kenyan

hotels) was therefore accepted, while the

null hypothesis (H0 = There is no

relationship between the application of

information and communication

technology & performance in the human

resource systems in Kenyan hotels) was

rejected.

9.0 RECOMMENDATIONS

It is necessary first to re-orient hotels

into e-commerce, by raising their ICT

status, and thereby converting them into

e-hotels. Such a venture should give

preference to the following

considerations:

1. Improvements to hotel facilities

should be made, and more competent

personnel employed.

2. There ought to be more investment on

computerisation. These computers

should be more in number and of the

high performance branded types. The

requisite updated software also needs

to be made available.

3. Emphasis should be laid on computer

training, which promotes better and

41

more intense use of computers in

hotels.

4. Hotels should build in an efficient IT

infrastructure that will include local

area networks, competent ISP

providers, and a stable telephone

service base for Internet.

5. Hotels should set internal IT policies

for all operations and services to be

computer based, and to promote

reliance on e-mail while communicating

with customers. Virtual tours need

wider use, while affiliate marketing

should be emphasised more.

In carrying out interventions to improve

hotel performance and attain overall

improved competitiveness in the market

place it is advisable to prioritise catalysis

in the areas which show maximum

response. Secondarily attention would

also be directed towards shoring up those

areas and aspects of the human resource

systems that come through as being

rather dormant. The following order of

intervention is therefore advisable:

1. The hotels with low star rating should

prioritize investments that improve

their physical facilities along with the

quality of their personnel.

2. When hotels upgrade to three and

four-star rated hotels, they should

be properly guided to lay equal

emphasis on building physical and

human infrastructure, as well as on

improving operations.

3. Urgent up grading of the ICT

structures in the Nature Reserves

Cluster followed by the Coastal

cluster, in order to bring them up to

speed with the Nairobi cluster, and in

this way afford them improved

responsiveness to ICT interventions.

4. Immediate interventions to improve

competitive advantage though would

be channeled to the high response

areas of the overall hotel system. In

this regard the Nairobi cluster would

receive priority. The Hotel

Infrastructure consistently led the

other two (personnel management and

general activity coordination) as an

ideal point of intervention for fast

and high response.

References

Buhalis, Dimitrois, (1997), “Information technology as a Strategic Tool for Economic, Social, Cultural and Environmental Benefits Enhancement of Tourism at Destination Region, Progress

Tourism and Hospitality Research”, 3, pp.,

71-93.

Buhalis & Earl, (1997), “Information technology as a Strategic Tool for Economic, Social, Cultural and Environmental Benefits Enhancement of Tourism at Destination Region, Progress

42

Tourism and Hospitality Research’, 3, pp.,

71-93.

Braham B, (1988), “Computer Systems in the Hotel and Catering Industry”, 4th

Edition, Butterworth- Heinemann Limited.

Buchanan, D & Huczynski, A., (1997),

“Organizational Behavior: an Introductory Text”, 3rd edition, Prentice hall

Connolly, J., Olsen, M & Moore, R., (1997),

“Competitive Advantage – Luxury Hotels and the Information superhighway”, September 30th

Cho, W & Olsen, M., (1998), “A case study to understanding the Impact of Information Technology On Competitive Advantage in the Lodging Industry”, Journal of Hotel Tourism Research, Vol.

22, (4), pp., 376-394.

Dictionary.reference.com/browse/efficie

nt,

http://dictionary.reference.com/browse/

efficiency.

Economic Survey of Kenya, (2002),

“Central Bureau of Statistics, Ministry of Planning and Finance, Republic of Kenya”, pp., 185.


“Central Bureau of Statistics, Ministry of

Planning and Finance, Republic of Kenya”, pp., 185,188 &189.


“Central Bureau of Statistics, Ministry of Planning and Finance”, Republic of Kenya.

Emory, W. C, and R. Cooper, (1995),

“Business Research Methods,” 5th Edition,

McGraw-Hill companies Inc.

Rahki P. Madnani, September 2013,

“Dynamics of commerce in the

contemporary business scenario in India

(E-Commerce)”, Episteme, Vol. 2, Issue 2,

Bharat College of Commerce, Badlapur,

MMR, India.

Gregory, S., 1978, “Statistical Methods and the Geographer”, 4th edition, Longman

Group Limited.

Hansen, E, L & Owen, R, M., (1995)

“Evolving Technologies To Drive Competitive Advantage in Hospitality Industry, Ideas & Trends- Hotel online”,

Arthur Andersen & Co, SC,

http://www.hotel-

online.com/trends/Andersen/tech.html.

Hayslett, H. T., (Advisory editor: Patrick

Murphy), 1983, “Statistics Made Simple”, William Heinemann Ltd.

Hoontrakul, Pongsak and Sunil Sahadev,

2005, “ICT Adaptation Propensity in the



http://www.hotel-online.com/trends/Andersen/tech.html

http://www.hotel-online.com/trends/Andersen/tech.html

43

Hotel Industry; An Empirical study”, working paper.

Kothari, C., (1996), Research Methodology. Methods & Techniques, 2nd

edition, Wishwa Prakashan (Wiley Eastern

Limited).

Lapin, Lawrence, L., (1981), “Statistics for Modern Business Decisions”, 3rd edition,

Harcourt Brace Jovanovich, Inc.

Moon, M., (2004), “The value of Technology, Restaurant Edge”, Hospitality

Revenue Information,(1):,pp38-44

Maringa, L.W.K., 2007, “Gaining Competitive Advantage in Hotels through the Application of Information Technology: A case of 2-5 Star rated Hotels”, unpublished Msc Thesis,

Department of Hospitality and Tourism

Management, Faculty of Human and

Environmental Sciences, Kenyatta

University, Nairobi, Kenya.

Murphy, J, D. Olam, R. Schegg & S. Frey,

(2003), “The Bandwagon Effect: Swiss Hotels’ Website and E-mail Management”, Cornell Hotel and Restaurant

Administration Quarterly, vol. 44, No., 1,

Feb 2003.

Nachmias, C & Nachmias D., (1996), “Research Methods in Social Sciences”, 5th edition, St. Martin’s. New York.

Normative Economics chapter 1, pages 14

& 15,

http://homes.chass.utoronto.ca/~jheath/

text/MMch1.pdf.

Olsen, M, D & Connolly, D.J (2000),

“Experience- Based Travel: How Technology is changing the Hospitality Industry”, Cornell Hotel Restaurant

Administration Quarterly Vol. 41, No5.

Paraskevas, A & Buhalis, D, 2002,

“Outsourcing IT for Small Hotels: The opportunities and Challenges using Application Serve Provider”, Cornell Hotel

Restaurant Administration Quarterly Vol.

43, No 2., pp., 27-39.

Samkange, F & Crouch D, (2008),

“Adaptation Implementation & Utilization ICT Hospitality Industry: Trends & Perspectives from a Developing Country”, conference paper ICT Africa

Solving the Worlds Problems from your

Front Porch – Chapter 1: Defining

Efficiency,

http://media.wiley.com/product_data/ex

cerpt/23/04703760/0470376023.pdf.

Sethi, V., and W. R. King (1994),

Development of Measures to assess the extent to which an Information Technology Application provides Competitive Advantage, Management

Science, 40 (12), 1601-1627





155

Guide to authors

Submission of manuscripts One electronic copy each in MS Word and PDF of all manuscripts accompanied by all original figures and tables should be

submitted by email to the Editor-in-chief, Journal of Inquiry in Desing Pedagogy (JIDEP); http://www.fimen.net/UrbanDialectics.html; http://www.urbanalgorisms.net, E-mail: [email protected]; Telephone

+254-727-594-421/+250-788-829-576. These will all be submitted in English, and be original unpublished works, which are

not under consideration for publication anywhere else. The manuscripts shall be subjected to blind review. Revision may

therefore be necessary before a ruling is made to either accept or reject papers. The authors shall be obligated to send a

pdf soft copy of the manuscript in its final form to the Editor-in-chief, in concert with an ms word soft copy, once a paper

has been accepted. These submissions will be in a standard word processing package.

Preparation of manuscripts

Manuscripts must be clearly typed, set into a one-and-a-half spacing, and fitted on a 210 x 297mm - A4 paper with a

portrait orientation, and a 250mm margin all round. Use of a high-resolution laser printer is recommended. Every paper

manuscript will adhere to the following topical structure and content:

Title page This serves as the cover page for the paper. It will contain in order: (a) a concise, informative title that plainly outlines

the problem for inquiry, and its intrinsic concerns; (b) the full names, professional and academic credentials, and

affiliations of all authors; (c) the full mailing address, telephone, fax numbers, and e-mail addresses of these authors.

Subsequent pages must be kept free of any identifying mark (s) of the author (s).

Abstract This is the first page of the paper. It will be introduced by not more than 5 keywords that identify the theme of inquiry

for the paper. The abstract needs to be an accurate, conventionally structured, and informative and be within 150-200

words. It should address generic contentions, context, methods, findings, conclusions, implications, and recommendations

of the research that the paper presents.

Text The text should all be fully justified. All paragraphs shall be separated by one blank line. Sections will be given

chronological numbers, and bold section titles. Sub titles shall be restricted to one level only. They will be numbered in a

similar manner and be bold too. Titles will be separated from preceding text by two bare lines, and from succeeding text

with one blank line. Conventional style and formatting will in all other situations be use. Papers should be formatted to

conform to the following topical structure: 1.0: Introduction, 2.0: The Problem, 3.0: Aims & Objectives, 4.0: Methods, 5.0:

Analysis, 6.0: Results, 7.0: Findings, 8.0: Conclusions, 9.0: Implications, 10.0: Recommendations, 11.0: Bibliography, 12.0:

Appendices.

Introduction The introduction will explicitly point out the purpose of the inquiry that is embodied in the paper. It will also sketch out

well the subject area well, and the accompanying propositions, objectives, and scope of the research. It will further

briefly review relatable past research. It will thereafter unequivocally single out the research gap of interest. This

introduction must steer clear of the appearance of a historical narrative or that of a literature review.

Frameworks, Models, and Methodologies Effective communication that is founded on clear and accurate diagrams is essential here. A manifest command of the

operational meanings of these research concepts is vital. Other critical explanations may be displayed in the appendices.

It is necessary for a valid and reliable course of inquiry, which implicitly confirms innovation, and one that makes

isomorphism and therefore the repeatability of research certain, to come through. Value should be accorded to originality

http://www.fimen.net/UrbanDialectics.html

http://www.urbanalgorisms.net/


156

of thought and a derived modeling. Replication of previously published novelties may only be done for their absolutely

crucial and strictly supportive elements.

Results-findings and Discussion Results and findings shall be delivered through data presentation and analysis that is anchored on explanatory discussions.

Economical use of illustrative tables and figures that are not repetitious is encouraged. These illustrative tools must be

disposed to enable easy comprehension. Analysis and discussion must concise, being restricted to the results of the

research, which the paper emerges from. Analysis should principally be focused on theoretical issues. Discussions in turn

ought to prioritise, both the theoretical and practical challenges that were outlined at the outset, for inquiry. They should

clearly reveal the resulting trends and interactions, in order to effectively guide subsequent inference making.

Conclusions, Recommendations and Implications Conclusions should be brief and to the point. They are expected to highlight new concepts, the advancement of new

theory, contribution to knowledge, and discovery, which the inquiry accomplishes. The research gap and practical problems

that provoked research must be shown to have been convincingly resolved. Resulting Implications should preferably be

bulleted or featured in point form. These implications should be sequenced along the lines of policy development, desirable

public contribution, and involvement by practitioners, technocrats and professionals, in a process of possible

implementation.

Acknowledgments Authors are encouraged to acknowledge their financial and academic benefactors in accordance with convention. In

carrying out this exercise they should maintain extreme brevity, and relevance to the inquiry that the paper reports on.

Notes and references All explanatory notes and references shall be shown by appropriately inserting a superscript number in the text. A

complete schedule of these notes and references must eventually be put on view at the end of the paper. Journal

references that are relied upon in the paper, should include, all the names and initials of the authors, year of publication,

title of paper; as well as all the entire journal titles, volume numbers, and the first and last page numbers. References to

books should include the edition, all editor(s) and all authors, the publishers and also place of publication of these books.

It is the responsibility of the authors to crosscheck the accuracy of their referencing. Contributing authors are advised

to adhere to the following style of referencing:

Internet Journal articles Gashoki, G. Gitonga, 1995, “Prevailing Consensus on the Definition of Sustainability in Cities”, http//www.brown-

futures.jja.kyn/sstbility.htm

Journal articles Wairimu, M. Nyandeto, 2000, “Suggestions on the Generic Description of Social Sustainability in Cities”, The

Journal of Environment, vol. 47, 2000: 49-58

Book Judge, Gimony, 2006, “A Critical Appraisal of the Basic Factors of Environmental Sustainability in Cities”, Grove

Publishers, Nairobi, Kenya

157

Edited book Umpire, L. Wamuyu, 1994, “Seminal Attributes of the Quality of the Urban Environment”, in P. M. Maringa (ed.),

Urban insights, ASAP Publishers, Nairobi, Kenya: 130-155

Length Authors should endeavor to contain their papers within 3,000 to 5,000 words that tally with 10 to 15 pages of 1.5 spacing in

font 11 lettering, and in a 250mm all round margin. Seminal papers that feature momentous discovery of knowledge, or

extreme novelty will be allowed a higher limit of 10,000 to 15,000 words, or to 20 to 30 pages.

Key Words Authors are expected to provide not more than five indexing words that effectively sum up the content of the paper, to a

casual scanner or browser.

Tables, illustrations and captions These must be kept to a minimum. Tables must be typed on separate sheets and saved as separate files. They should not

be included as part of the text. Artwork for illustrations should be provided in a clear scanned form. It should be in a

finished format that is suitable for reproduction, as the publisher will normally not recreate the illustrations. These

illustrations are to be sent electronically, preferably in the JPEG image format. The TIFF (tagged image file), or EPS

(encapsulated postscript) formats are also acceptable options. Captions to the illustrations should be included in this

artwork submission. Tables and figures should be labeled using Arabic numerals that specify their intended location in the

text. The desired position of these tables and illustrations should be shown clearly in the paper. This is best achieved by

actually featuring them in these intended positions, aside from providing them on a separate sheet and file. The author(s)

must arrange for permission to the reproduce the illustrations and tables that are supplied for use in the articles.

Tables and figures should always be preceded by introductory text. Their respective titles should be placed above, while

legends and acknowledgements of sources are located immediately below these tables and figures. These

acknowledgements of sources should also be underlined. Titles of tables and figures should be bolded and be of font size

10 lettering. Further, they should be single-spaced and with an underlining of the last line. Legends and acknowledgements

of sources of tables and figures likewise ought to be single-spaced but with an italicised font size 8 lettering. These

tables and figures are to be numbered with sequenced numerals that correspond to the sections and subsections of the

paper, where they specifically are to be featured.

Conventions Authors are advised to confine themselves solely to the conventional SI units. All numbers of two or more digits, and also

the single digits when attached to units of measure should be in Numeral form. Acronyms and abbreviations ought come

after their full translation and be in parenthesis when first encountered in the text of the paper. It is only then that they

can appear as unadorned acronyms that are capitalised, in accordance with prevailing convention.

Book reviews and notes Book reviews should be kept within 1,000 to 1,500 words. They must reflect an objective evaluation of the text that they

discuss, in regarding its contribution to the discovery of knowledge. Reviews should only be conducted in subject areas

that expressly conform to prescribed scope and focus of this journal. Voluntary book reviews will normally not be accepted

for publication. Notes that appreciably aim to draw attention to an important trend of thought that courses through

previous papers that are published in this journal, or to critic postulations of individual past papers should be of 500-1,000

words.

All reviews and notes should be typed, be of one-and-a-half-spacing and fitted on an A4 portrait paper orientation, with a

250mm all round margins. All attendant citations must fully respect accepted convention. Headings of reviews and notes

158

should spell clearly, the title, author, origin, publisher, date and number of pages of the text under review or critical

analysis, as shown here below:

LIVING IN YESTERYEARS

MBUI-IMWE, JOSEPH KABURUSHU, 2006

MARIDADI YA UTU PUBLISHERS

pp., 150, Kshs., 2000, paper back

ISBN Number xxyyzzz

No payment will be made against reviews and notes. Contributors can however cite their publication, and thereby gain the

requisite credit.

Proofs These will only be released to author(s), when time allows. They must be attended to appropriately and returned in 7 days.

At this point in time no major alterations will be accommodated.

Improving the performance of human resource systems in Kenyan E-hotelsLeah Wamuyu Maringa (Msc-HTM,...

Documents

Transcript of Improving the performance of human resource systems in Kenyan E-hotelsLeah Wamuyu Maringa (Msc-HTM,...