Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel

This case study examined and described the progress of the existing performance measurement at a hotel where the specific objectives were to gain a better understanding of the current measurement system. Using strategic balanced scorecard (BSC) approach, it helps identifying possible self-improvemen...

Full description

Saved in:

Bibliographic Details
Main Author:	Zainon, Alias
Format:	Thesis
Language:	eng
Published:	2012
Subjects:	TX901-946.5 Hospitality industry Hotels, clubs, restaurants, etc Food service
Online Access:	https://etd.uum.edu.my/3019/1/Zainon_Alias.pdf
Tags:	Add Tag No Tags, Be the first to tag this record!

id	my-uum-etd.3019
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng
advisor	Muhammad Jamil, Che Zuriana
topic	TX901-946.5 Hospitality industry Hotels, clubs, restaurants, etc Food service
spellingShingle	TX901-946.5 Hospitality industry Hotels, clubs, restaurants, etc Food service Zainon, Alias Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel
description	This case study examined and described the progress of the existing performance measurement at a hotel where the specific objectives were to gain a better understanding of the current measurement system. Using strategic balanced scorecard (BSC) approach, it helps identifying possible self-improvement to the system. This study also tried to answer the question on why the hotel management continued with the practice of the current system and revealed the level of BSC adoption at the organization. For this study, 50 sets of questionnaire were distributed for quantitative data, while 7 top management staffs were interviewed for the qualitative data. Results showed a positive note of development and a good beginning in reengineering hotel approach to its measurement system. The result indicated that the hotel is weak in certain areas and have strength in other areas. Interview result also showed that management had no plan to make changes to its current practice for time being due to factors such as benefit of practice, time and effort and influence of management commitment. Officially, there was no complete balanced scorecard (BSC) adopted by the hotel but there were similarity of BSC elements being practiced at the organization. Hence, this study proposed improvement in certain area of weakness and adoption of the real BSC approach towards a more balanced organization.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Zainon, Alias
author_facet	Zainon, Alias
author_sort	Zainon, Alias
title	Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel
title_short	Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel
title_full	Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel
title_fullStr	Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel
title_full_unstemmed	Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel
title_sort	performance measurement system in hotel industry: a case study on selected hotel
granting_institution	Universiti Utara Malaysia
granting_department	College of Business (COB)
publishDate	2012
url	https://etd.uum.edu.my/3019/1/Zainon_Alias.pdf
_version_	1747827481640960000
spelling	my-uum-etd.30192016-04-24T03:07:26Z Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel 2012 Zainon, Alias Muhammad Jamil, Che Zuriana College of Business (COB) College of Business TX901-946.5 Hospitality industry. Hotels, clubs, restaurants, etc. Food service This case study examined and described the progress of the existing performance measurement at a hotel where the specific objectives were to gain a better understanding of the current measurement system. Using strategic balanced scorecard (BSC) approach, it helps identifying possible self-improvement to the system. This study also tried to answer the question on why the hotel management continued with the practice of the current system and revealed the level of BSC adoption at the organization. For this study, 50 sets of questionnaire were distributed for quantitative data, while 7 top management staffs were interviewed for the qualitative data. Results showed a positive note of development and a good beginning in reengineering hotel approach to its measurement system. The result indicated that the hotel is weak in certain areas and have strength in other areas. Interview result also showed that management had no plan to make changes to its current practice for time being due to factors such as benefit of practice, time and effort and influence of management commitment. Officially, there was no complete balanced scorecard (BSC) adopted by the hotel but there were similarity of BSC elements being practiced at the organization. Hence, this study proposed improvement in certain area of weakness and adoption of the real BSC approach towards a more balanced organization. 2012 Thesis https://etd.uum.edu.my/3019/ https://etd.uum.edu.my/3019/1/Zainon_Alias.pdf application/pdf eng validuser masters masters Universiti Utara Malaysia AB Suleiman. (1996). “Health in the 21st Century in Malaysia: Implication of Vision 2020.” Issues And Challenges Of Public Health In The 21” Century. Edited by Khairuddin Yusof; Low, Wah-Yun; Siti Norazah Zulkifli and Wong, Yut-Lin. Social Obstetrics and Gynaecology, Faculty Medicine, University Malaya. University Malaya Press, Kuala Lumpur. pp: 181-189. Amaratunga, D., Baldry, D. & Sarshar, M. (2001). “Process improvement through performance measurement: the balanced scorecard methodology.” Work Study, Volume 50(5). MCB University Press. pp: 179-189 Atkinson, H., & Brown, J. B. (2001). Rethinking performance measures: Assessing progress in UK hotels. International Journal of Contemporary Hospitality Management, 13(3), 120-129. Retrieved March 2, 2006, from Emerald Group Publishing database. Baumgartner, T. A. & Strong, C. H. (1994). Conducting And Reading Research In Health And Human Performance. Brown & Benchmark Publishers, Dubuque, USA. Bell, J. (1993). Complete Your Research Project Successfully. First Edition. New Delhi, India. UBS Publisher's Distributors Ltd. Birch, C. (2000). Future Success: A balance approach to measuring and improving success in your organization. Prentice Hall, NSW, Australia. Bititci, U. S & Trevor Turner, C. B. (2000). “Dynamics of performance measurement systems.” International Journal of Operations & Production Management, Volume 20(6). MCB University Press. pp: 692-704 Brown, M. G. (1996). Keeping Score: Using the right metrics to drive world-class performance. Quality Resources, New York, USA. Bourne, M., Mills, J., Wilcox, M., Neely, A. & Platts, K. (2000). “Designing, Implementing and Updating Performance Measurement Systems.” International Journal of Operations & Production Management, Volume 20(7). MCB University Press. pp: 754-771. Bourne, M., Neely, A., Platts, K. & Mills, J. (2002). “The success and failure of performance measurement initiatives: perception of participating managers.” International Journal of Operations & Production Management, Volume 22(11). MCB University Press. pp: 1288-1310. Castaneda-Mendez K. (1996). “Value-based cost management for healthcare”. Quality Resources: New York: Quality Resources. pp:163-79. Castaneda-Mendez, K., K. Mangan, and A. M. Lavery. 1998. "The Role and Application of the Balanced Scorecard in Healthcare Quality Management." Journal for Healthcare Quality 20 (1): 10-13. Chan, Y. C. L. & Ho, S. J. K. (2000). Performance measurement and the use of balanced scorecard in Canadian hospitals. Advances in Management Accounting, 19, 145-169. Chang R. Y. & Young, P. D. (1995). Measuring Organizational improvement Impact: A practical guide to successfully linking organizational improvement measures. Jossey-Bass Pfeiffer. California, USA. Chang, L., Lin, S.W. & Northcott, D.N. (2002). The NHS Performance Assessment Framework: A “balanced scorecard” approach? Journal of Management in Medicine, Volume 16(5). pp: 345-358. Retrieved 14 March 2012 from http://www.Emerald Fulltext Database. Chee, H. (1990) Health and health care in Malaysia : present trends andimplications for the future / Chee Heng Leng. Kuala Lumpur : InstitutPengajian Tinggi, Universiti Malaya, 1990 Chow-Chua, C. & Goh, M. (2002). Framework for evaluating performance and quality improvement in hospitals. Managing Service Quality, 12(1), 54 -66. Chua, C. C. & Goh, M. (2002) "Framework for evaluating performance and quality improvement in hospitals", Managing Service Quality, Vol. 12 Iss: 1, pp.54 - 66 Curtright, J. W., Stolp-Smith, S. C., & Edell, E. S. (2000). “Strategic Performance Management: Development of a performance measurement system at the Mayo Clinic.” Journal Of Healthcare Management, Volume 45(1), Jan/Feb 2000. pp: 58 68. Davis, T. R. V. (1996). “Developing an employee balanced scorecard: linking frontline performance to corporate objectives.” Management Decision, Volume 34(4).pp: 14 18. MCB University Press. Deming, W.E. (1986), Out of the crisis: quality, productivity and competitive position, Cambridge University Press, Cambridge. Doran D.M., Pickard J., Harris J., Coyte P.C., MacRae A., Laschinger H., et al.(2002) Competitive Bidding for Community-Based Nursing Services. Toronto: Report submitted to Canadian Health Services Research Foundation. Eccles, R. G. (1991). “The performance measurement manifesto.” Performance Measurement And Evaluation. Edited by Holloway, J., Lewis, J., & Mallory, G. (1995). Sage Publications, London. pp: 5-14. Eisenhart, K. M. (1989). “Building theories from case studies research.” Academy of Management Review, Volume 14(4). pp: 532-550. Retrieved January 15, 2003 from EBSCOhost Database. Ellingson, D. A. & Wambsganss, J. R. (2001). “Modifying the approach to planning andevaluation in governmental entities: A “balanced scorecard” approach.” Journal ofPublic Budgeting Accounting & Financial Management, Volume 13(1), Spring 2001. Retrieved on 20 March 2012 from Ebscohost Database Evans, N. (2005). "Assessing the balanced scorecard as a management tool for hotels", International Journal of Contemporary Hospitality Management, Vol. 17 Iss: 5, pp.376 – 390. Feagin, J., Orum, A., & Sjoberg, G. (Eds.), (1991). A case for case study. Chapel Hill, NC: University of North Carolina Press. Fitzgerald, L., Johnston, R., Brignall, S., Silvestro, R., & Voss, C. (1993). Performance Measurement In Service Businesses. LIMA, London. Flanagan, C. (2005). “An investigation into the performance measurement practices of Irish Hotel Groups”. Unpublished M. Sc thesis. Dublin Institute of Technology, Dublin. Fornell, C. (1992). “A national Customer Satisfaction Barometer: the Swedish experience.” Performance Measurement .-lnd Evaluation. Edited by Holloway, J., Lewis, J., & Mallory, G. (1995). Sage Publications, London. pp: 95-123. Frigo, M. L. & Krumwiede, K. R. (2000).”The balanced scorecard.” Strategic Finance, Volume 81(7), Jan 2000. Montvale. pp: 50-54. Gautreau, A. & Kleiner, B. H. (2001). “Recent Trends In Performance Measurement Systems-The Balance Scorecard Approach.” Management Research News, Volume 24, Number 3/4, 2001. Barmarick. pp: 153-.156. Haktanir, M. & P. Harris. (2005). Performance measurement practice in an independent hotel context: A case study approach. International Journal of Contemporary Hospitality Management, 17(1), 39-50. Hart, Chris. (1998). Doing Literature Review. Sage Publications, London. Hepworth, P. (1998). “Weighing it up- a literature review for the balanced scorecard.” Journal of Management Development, Volume 17(8). MCB University Press. pp: 559-563. Ho, S. J. K. and Chan, Y. L. (2002). Performance Measurement and Implementation of Balanced Scorecards in Municipal Governments. The Journal of Government Financial Management, 51, 4; 8-19. Howitt, D. & Cramer, D. (2001). A Guide To Computing Statistics With SPSSTM Release 10 For Windows. Prentice Hall, England. Inamdar, N., Kaplan, R. S., Bower, M. & Reynolds, K. (2002). “Applying the balanced scorecard in healthcare provider organizations.” Journal of Healthcare Management, Volume 47(3). Chicago, USA. pp: 179-196. Ittner, Christopher D. & Larcker, David F. (2003). “Coming up short on non-financial Performance Measurement.” Harvard Business Review, Volume 81(11), Nov 2003. Retrieved on November 2003 from Business Source Premier Database. Kaplan, R. S. & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy Into Action. Harvard Business School Press. Boston, Massachusetts. Kaplan, R. S. & Norton, D. P. (2001). The Strategy-Focused Organization. Harvard Business School Press. Boston, Massachusetts. Kershaw, R. & Kershaw, S. (2001). “Developing a balanced scorecard to implement strategy at St. Elsewhere Hospital”. Management Accounting Quarterly, 2(2), 28-35. Khaled, M. B. (2009). “Review of the literature of Balanced Scorecard and performance measurement: The case of healthcare organizations”. Business e-Bulletin, Volume 1 (1), 2009. pp:33-47 Kuo, C., Dunn, K. D. & Randhawa, S. U. (1999). “A case study assessment of performance measurement in distribution centers.” Industrial Management & Data Systems, Volume 99(2). pp: 54-63. MCB University Press. Krajewski, Lee J. & Ritzman, Larry P. (2002). 6th International Edition. Operation Management: Strategy and analysis. Prentice-Hall International. Inc. United States of America. Leahy, T. (2000). “Tailoring the Balanced Scorecard.” Business Finance, August 2000. pp: 53. Retrieved 24 March 2012 from http://www.businessfinancemag.com/archives/Static/wcd00002/wcdOO228.htm McAdam, R. & Baillie, B. (2002). Business performance measures and alignment impact on strategy: the role of business improvement models. International Journal of Operations & Production Management, 22(9/10) 972-996 McAdams, R. & Saulters, R. (2000). “Quality measurement frameworks in the public sector.” Total Quality Management, Volume 11(4-6), July 2000. Retrieved 26 February 2003 from Academic Search Elite Database. McCunn, Paul (1998).”The Balance Scorecard......the eleventh commandment.” Management Accounting December 1998 pg: 34-36 Melia, D. (2010). Tourism and Hospitality Research in Ireland Conference Meliones, J. (2000). “Saving Money, Saving Lives.” Harvard Business Review, Nov/Dec 2000, Volume 78 (6). pp: 57-65. Retrieved 5 March 2003 from EBSCOhost Database. Merriam, S. B. (1988). Case Study Research in Education: A Qualitative Approach. San Francisco, USA. Jossey-Bass Publisher. Min, H., Min, H. & Joo S. J. (2007). “A data envelopment analysis-based balanced scorecard for measuring the comparative efficiency of Korean luxury hotels.” International Journal of Quality and Reliability Management, Volume 25(4). pp: 349-365. Retrieved 14 March 2012 from http://www.Emerald Fulltext Database. Mokhtar Abdullah & Nooreha Husain (2001). “Malaysian Customer Satisfaction Index For The Service Sector For The Year 2000: Description And Findings.” Productivity Measurement in the Service Sector. Asian Productivity Organization, Tokyo, Japan. Retrieved 21 March, 2012 from http://www.apo-tokyo.org/OOe- Mulyadi. (2001). Balanced Scorecard: Alat Manajemen Kontemporer Untuk Pelipatganda Kinetik Kewangan Perusahaan. Jakarta, Indonesia. Salemba Empat. Neely, A. (1998). Measuring Business Performance. Economist Books. London. Neely, A. (1999).”The performance measurement revolution: why now and what next?” International Journal of Operations & Production Management, Volume 19(2).MCB University Press. pp: 205-228. Neely, A., Mills, J., Platts, K., Richards, H., Gregory, M., Bourne, M. & Kennerly, M. (2000). “Performance measurement system design: developing and testing a process-based approach.” International Journal of Operations & Productions Management, Volume 20(10). MCB University Press. pp: 1119-1145. Noe, R.A., Hollenbeck, J. R., Gerhart, B. & Wright, P. M. (2000). 3rd Edition. Human Resource Management : Gaining a competitive advantage. Boston, USA. The Mc¬Graw-Hill Companies, Inc. Phillips, P. & Louvieris, P. (2005). “Performance measurement systems in tourism, hospitality and leisure small medium-sized enterprises: A Balanced scorecard perspective”. Journal of Travel Research, Volume 44. pp:201-211 Sinclair, D. & Zairi, M. (1995). “Effective process management through performance measurement.” Business Process Re-engineering and Management Journal, Volume 19(1). pp: 75-88. Stewart, L. J. & Lokamy III, A. (2001). “Improving competitiveness through performance measurement system. “ Healthcare Financial Management, Volume 55(12), December 2001. pp: 46-50 Tsang, Albert H.C., Jardine, Andrew K.S. & Kolodny, H. (1999). “Measuring maintenance performance: a holistic approach.” International Journal of Operation & Production Management, Volume 19 (7).MCB University Press. pp: 691-715. Tellis, W. (1997). “Application of a Case Study Methodology.” The Qualitative Report, Volume 3(3), September 1997. Retrieved March 15, 2012 from http://www.nova.edu/sss/QR/QR3-3/tellis2.html Van Schalkwyk, J. C., Deloitte & Toirche. (1998). “Total Quality Management and the performance measurement barrier.” The TQM Magazine, Volume 10(2). MCB University Press. pp: 124-131. Walker, K. (1996). “Efficiency and Effectiveness Reviews in Health Care Organization.” Journal of Cost Management, Spring 1996. pp: 80-86. Yadav, V. K. Performance Measurement System in Hotel Industry: An Empirical Study of Select Indian Companies (2006). Performance Measurement and Management: Public and Private, Andy Neely, Mike Kennerley & Angela Walters, eds., CIMA, 2006. Yin, R. K. (1984). Case Study Research: Design and Method. Beverly Hills, California. Sage Publication, Inc. Yin, R. K. (1993). Applications Of Case Study Research. Newbury Park, California. Sage Publication, Inc. Zigan, K. & Zeglat, D. (2010) "Intangible resources in performance measurement systems of the hotel industry", Facilities, Vol. 28 Iss: 13/14, pp.597 – 610 Zucker, D. M. (2001). “Using case study methodology in nursing research.” The Qualitative Report, Volume 6(2).

Performance Measurement System in Hotel Industry: A Case Study on Selected Hotel

Similar Items