Effect of Implementing Quality Managemen

EFFECT OF IMPLEMENTING QUALITY MANAGEMENT SYSTEM ON THE
PERFORMANCE OF PUBLIC UNIVERSITIES IN KENYA: A CASE OF

MASENO UNIVERSITY, KENYA.
GULALI INDIYA DONALD
PG/MBA/152/2011
RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF
BUSINESS ADMINISTRATION
SCHOOL OF BUSINESS AND ECONOMICS
DEPARTMENT OF MARKETING AND MANAGEMENT
MASENO UNIVERSITY
© 2013
DECLARATION
Declaration by the Candidate
I Gulali Indiya Donald (PG/MBA/152/2011) declare that this research proposal is my

original work and has not been presented in any institution for the award of diploma or
degree.
Signature ……………………….......... Date ……………………….
Declaration by the Supervisors
This project has been submitted for examination with our approval as the University
Supervisors
Mrs. Beatrice Abongo Sign…………….………

Date…………………
School of Business and Economics (Marketing Department)
Maseno University
Mr. Charles Ondoro Sign……………………

Date…………………
School of Business and Economics (Marketing Department)
Maseno University
ii
ACKNOWLEDGEMENT
I would wish to acknowledge the immense contribution of various persons whose input
has led to the successful development and completion of this project.
To begin with I sincerely thank the almighty God in totally for spiritual nourishment both
in strength, courage, ability and patience during the preparation and writing of this
research report. His grace and mercies strengthened me day by day and enabled me to
move forward with no doubt irrespective of the state at hand.
I would like to register my sincere and whole hearted gratitude to my loving family;
Gulali’s and Akunda’s my Parents and Brothers, fiancé Ester Sifuna for their moral
support, prayers and material support which enabled me see this project.
Most sincery I appreciate my supervisors Mr. Charles Ondoro and Mrs. Beatrice Abongo’
for their tireless guidance to the completion of this study. My humble thanks go to Mr.
Odondo, Mr Johnmark, Mr. Aila MR. Nyongesa, Dr. Oima Dr. Ojera and also to all other
staffs in the School of business and economics.
I also appreciate the Maseno University management who took their time to give me a
number of reference materials having in mind Mr. Ambole, Mr. Brian and Miss Musoma.
My gratitude’s also goes to my parents and brothers for both financial and spiritual
support.
Really all are my inspiration, thanks and God bless you all.
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DEDICATION
I wish to dedicate this piece of work to my parents, brothers and my uncles really all are
my inspiration
iv
ABSTRACT
The degree on which a set of inherent characteristics of employees fulfill an
organizations’ performance, is seen to be based on a number of management systems and
styles adopted by the organization. One of such systems’ currently being adopted by
many organizations in Kenya is the Quality Management System, which is a government
requirement for all public and state corporations. However the adoption of the QMS has
raised mixed reactions from various stakeholders on whether its implementation affects
the overall performance of the organization. The purpose of this study therefore was to
determine the effect of implementing quality management system on the performance of
public universities in Kenya, a case of Maseno University. Specifically the study based
on; to establish the extent of QMS implementation in Maseno University, examine the
effects of QMS implementation on students’ enrolment, and establish the effect of QMS
implementation on employee performance and to establish the level of infrastructural
growth of Maseno University. The study adopted a case study design since it was
desirable for in-depth analysis. The target population was 1283 non teaching staffs of
Maseno University. A sample of 296 employees was obtained from the population using
stratified random sampling. Primary data was then collected using questionnaires while
secondary data obtained from records in relevant offices. Data collected was analyzed
using correlation regression analysis. The presentation of information was done in the
form of tables and a pie-chart. The study adopted a conceptual framework on the effects
of implementing QMS on the performance of public Universities in Kenya, with the
implementation of Quality Management System as the independent variable while
performance as the dependent variable. The study findings revealed that the presence of
QMS implementation in Maseno University with a 73% of the respondent citing it an
important factor affecting organization performance. The study also established that
QMS implementation has deep-rooted itself with 36% through Training, 24% Internet
and 22% through organization publications. The study findings established that the QMS
implementation had a strong positive impact on student enrolment with R 2 of 0.615,
infrastructural growth R2 of 0.398 and employee performance R2 of 0.602. The
acquisition of a QMS appeared to have ignited an important role in service rendering
capacity of the institution. This is mainly due to the fact that the implementation of QMS
principles has got benefits that lead to performance improvement. The findings of this
research provide reference material useful in policy formulation on issues related to
Quality Management System implementation. The research will help other service
organizations to consider investing in the development and deploying of a suitable QMS
basing on the advantage gain when it becomes certified. Further it adds up knowledge to
the already existing body of knowledge based on Quality Management System
TABLE OF CONTENTS Pages
v
TITLE PAGE………………………………………………………………………… i
DECLARATION ii
ACKNOWLEDGEMENT iii
DEDICATION iv
ABSTRACT v
ABBREVIATIONS AND ACRONYMS ix
DEFINITION OF TERMS x
LIST OF TABLES xi
LIST OF CHARTS xiii
INTRODUCTION 1
1.1Background of the Study.............................................................................................1
1.2 Problem statement......................................................................................................3
1.3 Objectives of the Research.........................................................................................4
1.4 Research Questions....................................................................................................4
1.5 Justification of the study............................................................................................4
1.6 Scope of the Study.....................................................................................................5
1.7 Conceptual framework...............................................................................................6
CHAPTER TWO 8
LITRATURE REVIEW 8
2.1 Theoretical review......................................................................................................8
2.2 Empirical Review.....................................................................................................14
CHAPTER THREE 17
METHODOLOGY 17
3.1 Introduction..............................................................................................................17
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3.2 Research Design.......................................................................................................17
3.3 Study Area................................................................................................................17
3.4 Target Population.....................................................................................................17
3.5 Sample and Sampling Technique.............................................................................18
3.6 Data collection.........................................................................................................19
3.7 Data Analysis...........................................................................................................20
3.8 Data Presentation.....................................................................................................20
3.9 Research Ethics........................................................................................................20
CHAPTER FOUR 21
RESULTS AND DISCUSSION 21
4.1 Introduction..............................................................................................................21
4.2 Socio demographic information of respondents......................................................21
4.2 Extent of QMS implementation in Maseno University...........................................25
4.6 Interpretation and discussion of the results..............................................................38
CHAPTER FIVE 46
SUMMARY CONCLUSIONS AND RECOMMENDATIONS 46
5.1 Summary and Conclusion........................................................................................46
5.2 Conclusions..............................................................................................................47
5.3 Recommendation.....................................................................................................48
5.4 Limitation for the study............................................................................................48
5.5 Suggestion for future research.................................................................................48
REFERENCES 49
6.0 APPENDIXES 54
QUESTIONNAIRE.......................................................................................................54
vii
Work plan 59
Budget 60
ABBREVIATIONS AND ACRONYMS

ISO – International Standards of Organizations
TMC-Technical Management Committee
viii
QMS – Quality Management Systems
TQM – Total Quality Management
IGA – Income Generating Activity
AMA- American Management Association
KEBS – Kenya Beaural of Standards
QS – Quality System
DEFINITION OF TERMS
Employee Perception – A process by which an individual organize and interprets their
sensory impression in order to give meaning to their environment.
Quality – The degree to which a set of characteristics fulfills requirements.
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Total Quality Management – A set of guiding principles that represents the foundation
of the continuously improving organization.
Who is International Standards of Organizations – it’s an international agency

consisting of 164 members, it was formed in 1947 and is based in Geneva, Switzerland
What is International Standards of Organizations – it’s a family of standards that

address various aspects of quality management. Its origin is traced to military standards.
Performance - The accomplishment of a given task measured against preset known

standards of accuracy, completeness, cost, and speed. In a contract, performance is
deemed to be the fulfillment of an obligation, in a manner that releases the performer
from all liabilities under the contract.
Absenteeism – Practice or habit of being an absentee and an absentee is one who

habitually stays away without any reason.
LIST OF TABLES PAGES

TABLE 4.1 EXPERIENCES OF THE RESPONDENT 21
TABLE 4.2 GENDER OF THE RESPONDENTS 22
TABLE 4.3 AGE OF THE RESPONDENTS 22
x
TABLE 4.4 EDUCATION LEVELS OF THE RESPONDENT 23
TABLE 4.5 QMS AWARENESS AS PER THE RESPONDENTS 24
TABLE 4.6 CUSTOMER FOCUS 25
TABLE 4.7 LEADERSHIP 25
TABLE 4.8 INVOLVEMENTS OF PEOPLE 26
TABLE 4.9 PROCESS APPROACH 26
TABLE 4.11 CONTINUAL IMPROVEMENTS 27
TABLE 4.10 SYSTEM APPROACH TO MANAGEMENT 27
TABLE 4.12 FACTUAL APPROACHES TO DECISION MAKING 28
TABLE 4.13 MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS 28
TABLE 4.14 EXTENT OF QMS AWARENESS 29
TABLE 4.15 EFFECTIVE OPERATION BASED ON MANAGEMENT 29
TABLE 4.16 CUSTOMER SATISFACTION AND RETENTION 30
TABLE 4.16 ENHANCE MARKETING 30
TABLE 4.17 EMPLOYEE MOTIVATION, AWARENESS AND MORALE 31
TABLE 4.18 RESULTS OF BI-VITIATE CORRELATION ANALYSIS 32
TABLE 4.19 COEFFICIENTS ON EFFECTS OF QMS IMPLEMENTATION
ON THE INFRASTRUCTURAL GROWTH 33
TABLE 4.19 MODEL SUMMARY FOR REGRESSION 34
xi
ON EMPLOYEE PERFORMANCE 35
ON THE STUDENTS ENROLMENT 37
WORK PLAN 43
BUDGET 44
LIST OF CHARTS PAGE
CONCEPTUAL FRAMEWORK 6
CHART 4.1 24
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CHAPTER ONE
INTRODUCTION
This section presents the background of the study, statement of the problem which was
the main focus of our study and the objectives behind it. The study was intended to give
the prediction of the outcome of the research through formulation and testing of both the
null and alternative hypotheses. The justification of the study and the conceptual
framework model will also be given. The last part of the chapter comprises the scope and
limitations of the research project.
1.1Background of the Study

Organizations that once adopted quality initiative for the simple sake of display are now
realizing the importance of implementing a quality management system in their
organizations (Craig, Patric Miller, 1998). The degree to which a set of inherent
characteristics fulfills the organizations requirement (ISO 9000:2005.3.1.1) was attained
by the use of programmes such as six sigma, TQM, and ISO 9000 of which are becoming
very common, but it is seen that quality management system tend to offer much value
through quality improvement(Craig, Patric Miller 2012). Researchers have distinguished
the quality analysis programmes and found out that all adopts the use of statistical and
analytical tools, but the ISO9000 was seen to be the most recognized international quality
program. A number of researchers have investigated the experience of service
organization with ISO9000 (Dick et al, 2002; Mc Adam and Fulton, 2002; Mc Adam and
Canning, 2001; Stelzer et al. 1997). Most of this studies have acknowledged that the
requirements of the service industry is different from that of the manufacturing sector
(Roslina, 2012)
Anderson et.al. (1999) in their reference to several articles, indicated the components of
ISO9000 as consistent with models of effective quality management system, but the new
ISO9001 is seen as a description of work process ( Janas and Luczalk, 2002) and its basic
idea is to document the best practice identified for a process or activity. People are the
master economic resource in the context of any organized activity. Their satisfaction and
1
growth should therefore be a legitimated goal of an organization, irrespective of the cost
involved. However it takes long for this realization to dawn on the employers, of who are
self centered on profit to the organization and their own needs, irrespective of the
intolerable working conditions of its employees.
Mullins (1996) performed a study on employee perception and concluded that the process
of perception states the manner in which information from the environment is selected
and organized to provide meaning for an individual. Hence Organizations have to put in
place concepts for understanding its employee’s behavior in their work place
(Mowday.et.al 1982) on the implementation of the ISO9001 certification.
The University College, the fore runner of Maseno University was established in 1990 as
a constituent college of Moi University. It was by then the outcome of the government
emergent policy of locating public universities away from major towns; however the
timing was in direct response to the crisis of double intake arising out of the combined
graduation of high school students of the old 7-4-2-3 and the new 8-4-4.
The first cohort of students admitted at Maseno comprised 1500- level graduates,
although the college had taken over the defect government training institution and Siriba
Teachers College they were not only inadequate but were not also designed for university
level programmes. Despite of the short comings, the university has made a significant
stride towards creating and maintaining a functional environment in which academic and
auxiliary activities takes place without any understanding any undesirable disruption
(Maseno university chatter, 2013).
It was seen that the QMS had envisaged in ISO 9001-2008 standards is one of the tools
that when implemented well, can bring out a radical change on an institutional
performance. The adoption of the management system that ensures efficiency and
effectiveness in operations is not only a choice but a mandate for the university; hence
customer focus and responding to customer needs should be the university’s bench mark.
2
Apart from being statutory government requirements for the adoption of the QMS, it also
plays part in the strategic decision of an organization. Maseno University therefore has
made conscious and firm choice to implement the QMS and continuously maintain it. It
is seen that the so called the university top management, has put more effort to change
and transform the institution for the better in every possible way, beginning with
embracing ISO certification implementation and its maintenance.
Being a university of choice (Maseno University charter, 2013) it, internally with its
employees, has to continuously improve its services, products, processes, methods, and
work environment to ensure that each customer is receiving the highest quality service or
product at the committed cost on time. Students being its parent customer to the
institution, it is a high duty for Maseno university’s management ensures that its
employees are fully fledged with the implementation and maintenance of the QMS
ISO9001 making sure that not only the organization attains its objectives, but also the
employees needs are focused upon. In 2007 the University started working towards the
QMS ISO certification attainance through KEBS and in July 2010 Maseno University
went through stage one audit successfully, and from that it has been carrying out
improvement upon areas that were lighted upon by the QMS audit body.
1.2 Problem statement

Research has revealed that the strongest, most obvious and most valuable effect of
Quality Management System is clear and more apparent working procedures and
responsibilities. Any ISO certified organization is said to have an effective quality system
and achieves maximum customer satisfaction, employee motivation and minimum
rejection (Adolfas, 2010). However a number of employers and employees have given
mixed signals whether the adoption of QMS is really necessary. A review of literature
relating to QMS implementation reveals little study on the effect of implementing QMS
on the overall performance of the organization, therefore the researcher focused on the
effect of implementing quality management system on the performance of public
Universities’ in Kenya.
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1.3 Objectives of the Research
The general objective of the study was to analyze the effect of implementing quality
management system on the performance of public universities in Kenya; case of Maseno
University.
The specific objectives will include:
i. To establish the extent of QMS implementation in Maseno University.
ii. To examine the effect of QMS implementation on students enrolment in Maseno

University.
iii. To establish the effect of QMS implementation on employee performance in

Maseno University.
iv. To establish the effect of QMS implementation on the infrastructural growth in

Maseno University.
1.4 Research Questions

i. What is the extent of QMS implementation in Maseno University?
ii. What are the effects of QMS on students’ enrolment in Maseno University?
iii. What are the effects of QMS on employees’ performance in Maseno University?
iv. What is the effect of QMS implementation on the infrastructural growth in

Maseno University?
1.5 Justification of the study

With the focus on the digital aspect of the government, there was need on emphasize of
all manufacturing and service sectors to put in place proper systems that will act as a
guide towards its goals. The service providers due to the stiff competition that they were
facing had to re-visit their procedures to know where there was a hiccup and all new
systems had to be documented for the benefits of both the existing and any new
4
employee’s in the organization. Therefore the University will be able to know its
competitors strategy and be able to put in place quality assurance personal who will be
able to make sure that the new systems in place are acceptable and can make the
University stand even if the competition from other learning institutions tend to out shine
it.
The findings of the study will be useful to other scholars by contributing to the existing
body of knowledge on implementing quality management system on the performance of
service rendering organizations. It will also facilitate further research in the field of
academic and the Kenyan informal sector as researchers may identify various gaps in the
study.
1.6 Scope of the Study

The study was carried out at Maseno University, its branches and the Kisumu Hotel
which is the key IGA of the institution. Maseno University as said earlier was started off
in 1990 as a constituent college of Moi University and become a full-fledged University
11 years later in February 2001.The University has since evolved into recognized
institution within the region and beyond. Today, schools offering various degrees and
diplomas in social, biological and physical sciences.
The radical increase of the university population, posed an advantageous area for data
collection but due to limited funds and time, the researcher only focused on the non-
teaching staffs of the institution both in managerial and departmental base. The choice of
Maseno University was because of the following reasons; it had a good mix of employees
as it is located near two counties with different ethnic groups.
1.7 Conceptual framework
5
Independent Variable intervening variable Dependent Variables
s
QMS Implementation Performance
 customer Focus  Productivity
 employee performance  Student Enrolment
 infrastructural growth  Physical Growth
 process approach to  Financial

management
 financial growth
 Continual improvement
 management commitment
Fig 1: conceptual framework
Source: own conceptualization from reviewed literature (2013)
The conceptual framework is based on the perceived usefulness and ease of the use. As
perceived in the review of the literature, the independent variable for the study is the
QMS Implementation in an organization; this will be sourced from the available data at
Maseno University. The independent variables are the factors that drive an organization
towards QMS implementation. They include Effectiveness of QMS implementation on;
customer Focus, employee productivity and infrastructural growth. Use of QMS on;
process approach to management, financial growth and top management commitment.
These variables will be measured by the help of the dependent variables in order to
determine their effectiveness in the organization towards QMS implementation. The
6
intervening variables includes; leadership and continual improvement. These factors
directly or indirectly intervene on the dependent variables and the independent variables
as illustrated in figure 1.
CHAPTER TWO
LITRATURE REVIEW
7
2.1 Theoretical review
In this section the researcher tries to know from other scholars and authorities the current
best practice in the field of QMS and performance. Special emphasis will be placed on
the ISO QMS, its origin, adoption and its improvement for efficiency.
2.1.1 Journey to QMS, its Adoption monitoring and Maintenance

As said quality is the degree to which a set of inherent characteristics fulfilling an
organizations requirements (ISO 9000 2005 clause 3.1.1). During the World War II in
1935-1945, there were quality problems in most of the British explosive industries hence
a solution had to be invested, implemented and adopted so as to address the quality
problems. It was seen that firms had to document their records that entailed their working
procedures, then used during training of the new employees and also guide the
organizations ‘employees on the daily tasks.
The invention of BS 5750 management standards in 1987 specified not only on how to
manufacture but how the manufacturing processes were to be managed. These standards
were adopted by the government and it persuaded the international standards of
organization to adopt it, and was named ISO 9000 series.
ISO 9000 1987 and BS 5750 are said to have a similar structure with the three models of
quality management system (Durai Anand Kumar 2011). ISO 9000 2004 emphasized on
quality assurance via preventive actions, instead of just checking the final product and
continued to require evidence of compliance with documented procedures that were
stipulated in BS 5750.
Quality management system has gained recognition all over the world. The number of
certification to the Quality Management System is said to have substantially increased in
the last few years. It had been perceived that by the end of July 2010, ISO 9001 would
have approached over 1022 certification across a wide range of organizations in the
manufacturing, service and government industries and offices. In Kenya this is clearly
witnessed as almost every firm, especially the higher learning institutions have adopted
the certification of the new Quality Management System and are boosting of it.
8
The adoption of a quality management system has to be a strategic decision of an
organization, hence its design and implementation is not a mandatory but a voluntary
process supported by an organizations own strategic policies and plans. To benefit out of
it, organizations have to take into account that the design and implementation of an
organization’s QMS is usually influenced by the organizations’ strategy, size,
geographical region and the structure it operates to (EN ISO 9001:2008,2008).
Organizations can adopt and implement quality management system in different ways
with regard to its main objective keeping in mind the organizational influences as
stipulated in the quality management system. Anderson, Dally and Johnson (1999) refer
to several articles that indicated the components of ISO9001 and its feature of which are
quality planning, goal setting, task authority assignments, adequate skills of staff,
documenting process and responding to the process failure.
Striving for the highest possible quality can be considered a world process. The
organization extent of Quality Management System and its new version ISO 9001:2000
(with the so-called process approach) has been done mostly in the area of production and
production organizations, and less in the area of service. Implementation of QMS makes
an important difference in the ways quality is perceived and measured (Dick et al 2002)
however critics have emerged stating that the picture after the implementation is usually
not put into light (Abwihad and Corner 2009). Employee involvement on the QMS
implementations is said to have an impact on the success or failure of the QMS norms, in
dependence of the degree of their involvement.
Many researchers like Harry (1993), Wenger (1998), Seddon (1997), Eskildson (1994),
stated that workers may dismay the QMS norms due to the facts that they tend to be too
heavy for involving and beaurocratic. However other researchers have underlined an
important improvement concerning their perception in the implementation of QMS
(Lawler et al 2001). The extent of Quality Management System implementation both on
customer focus and organization infrastructural growth are found in the implementation
of the QMS is said to be comprised by the top management, other employees, the reward
system, team work, continuous improvement and the understanding of ISO9001 QMS
9
itself (Ab Wahid and Corner, 2009). Organizations have to understand its employees,
their culture and practice for it to be competitive globally (Bartel Radic Model), hence
intercultural learning has to be the key aspect in a multicultural institution.
Quality Management System as said is the most recent, and, along with high involvement
organizations, the most comprehensive approach to employee performance. Quality is
achieved when the organization’s goods and services exceed the customer’s expectation.
According to Cummings (2001), it is possible to achieve or implement QMS without
involvement of the employees. However, employee involvement and participation in the
change process increases the likelihood that it will become part of the organization’s
culture. It is said that when implemented successfully, QMS is also aligned closely with
the overall business strategy and attempts to change the entire organization towards
continuous quality improvement. Cummings (2001), major employee interventions are
parallel structures, including cooperative union - management, projects and quality
circles, high-involvement designs; and QMS. If each intervention represents an increase
in the amount of power, information, knowledge and skill and rewards available to
employees, it means that employee involvement is an inherent requirement for a
successful and sustainable implementation of a QMS programme.
Employees’ overall performance is seen to be triggered by their involvement in any kind
of programme is said to encourage compliance and ownership. QMS is a process which
requires a collective effort from everyone within the Organization. It is therefore crucial
for employees to be involved in the early stages of the Programme. “Organizations’ are
faced with competitive demands for lower costs, higher performance and greater
flexibility; as a result they are increasingly turning to employee involvement to enhance
customer loyalty, productivity and growth of the organization. It is believed that this
increased employee involvement can lead to quicker, more responsive decisions,
continuous performance improvement, and greater employee flexibility, commitment and
satisfaction. Organizations’ use employee involvement as a broad term that covers
empowerment, participative management, work design, industrial democracy and quick
quality of work life, which covers the diverse approaches to gaining greater participation
10
in relevant work workplaces decisions” (Cummings 2001:p172). QMS is the most recent,
and, along with high involvement organizations, the most comprehensive approach to
employee involvement. Quality is achieved when the organization’s goods and services
exceeding the customer’s expectation. According to Cummings (2001), it is impossible to
achieve or implement QMS without involvement of the employees. But, employee
involvement and participation in the change process increases the likelihood that it will
become part of the organization’s culture. It is said that when implemented successfully,
QMS also is aligned closely with the overall business strategy and attempts to change the
entire organization towards continuous quality improvement
To curb the negative outback from the implementation of the QMS, the management
should know that the human capital being the key tool in production and service
industries has to be fully involved in the implementation stage through training. It is
important for employees to feel recognized by the employer; hence the firm has to open
up for employees’ satisfaction kit that will allow free upward, downward and horizontal
communication channels.
Quality Management System standards are essentially based on an organization

conformance to and certification for a predefined management system (segrestin 1997,
mispelblom 1995). Support has to be on this standards and the commitment of the
management systems implementation nevertheless would appear to be indispensable to a
successful certification process (Carlson and Carlson 1996, Cochoy et al. 1998). Since
QMS is based on management practices, that are intended to integrate quality concern
into the daily management of organization. These practices are said to be in line with the
classical management principle, in particular the plan organize, lead and control models
that are the key objects on the day’s most introductory management manuals (Boiral,
1998). For conformity of the laid down standards, there must be a body for monitoring
this standards hence an audit has to be in place.
Quality Management System has been in use for more than twenty years and has become
the most popular industrial standards with more than one million organizations using the
technique (Antero Oilla, Aiho University, 2012). The basic idea of the QMS is to
11
document the best practices identified for a process or activity, normally its improvement
is the achievement of a systematic improvement. Quality Management Systems has
defined the continual improvement as happened through the use of quality policy, quality
objectives, audit results, analysis of data, corrective and preventive actions and
management reviews. When ISO 9000 introduced the process approach in 2000, it
became a big challenge for certified companies. Janas and Lucazak (2002) surveyed 160
certified (ISO9001) German companies and asked if they shall face problems due to the
new QMS requirements. The conclusion was that the companies indicated no problems
because they had already fulfilled the new requirements, hence the new ISO 9001
requirements is a description of work in progress.
2.1.2Tacit Knowledge on Quality Policy

Basing on Keisha Model (1998), Japanese firms after 2 nd world war , faced a stiff
challenges due to lack of raw materials in the country hence they ventured their interest
on the available resources which was human resources. Keisha, a Japanese philosopher of
continuous improvement on the employees in an organization so as they can improve
their performance on the daily basis. Employee improvement is never an ending journey,
but its centered on the concept of starting a each day as new with the principle that
methods can always be improved (Oakland, 2000). For effectiveness, the improvement
should always involve everyone from top managers and workers (Masaaki Imai). The
model is said to recognize that management must seek to focus on its customers’ needs if
it is to survive and grow in business, For customers to be treated well so as to the
employees who directly interact with them.
It is important to recognize that Quality Management System principles needs to be alive

and constantly evolving. The QMS is a continuous improvement process hence no one
can reach the perfect destination due to the rapid changes in technology. To provide high
quality, on time services to satisfy customer needs and satisfaction. By the use of a QMS
system, including quality objectives, to continually improve. It is achieved by
communicating exhaustively with customers, and internally with employees, to
continually improve services, products, processes, Quality Management System,
12
methods, and work environment to ensure each customer is receiving the highest quality
service or product at the committed cost and on time.
The adoption of a quality management system is a strategic decision of an organization.
The design and implementation of an organization quality management system is
influenced by its size and organization structure keeping in mind the products and
services it renders (ISO 9000:2005). The QMS requirements that are specified in the
international standards are seen to be complimentary to the requirements of product and
can be used by either internal or external parties including certification bodies to assess
the organizations’ ability to meet its employee’s statutory and regulatory requirements
(ISO 9000:2005).
ISO 9001 allows continuous improvement of organizations’ QMS and processes which in
turn improves the reliability of the organizations operations in meeting the customer’s
requirements over time. Some firms have admitted that without the QMS certification
they would not have signed a significant number of contracts (Douglas et al. 2003), from
this it is clearly depicted that QMS Certification though being an external motivating
factor, it is frequently used as a marketing tool (Poksinska et al. 2006). Documentation of
any document has to go hand with the maintenance of the said document. Maintenance
of the QMS is usually after the organization has been certified, it is usually an important
part of the QMS if an organization wants to continuously improve and benefit from
having a QMS in place (Nanda, 2005). During this period, activities such as management
reviews, corrective and preventive actions, internal and external audits, collection and
analysis of data measurement of performance and continuous improvement of the QMS
are key importance hence it is seen that the whole process involves the employees
themselves in the different dockets of the organization.
The success and problems found in the implementation and maintenance of the QMS in a
service organizations, is that the top management, the employees, the reward system, the
measurement of performance and communication has to be in a proper place irrespective
of the continuous changes in the QMS itself (Ab Wahid and Corner, 2009) Since it is an
organizations willingness to be ISO certified, the organization and its management should
13
embrace a positive attitude towards the ISO certificate and also to its employees. Through
this Terziovski and Power, (2007) have projected a tremendous improvement on both the
organizations performance and also its employee’s needs. Hence there must be a mutual
agreement on an organization staffs and the QMS implementation and maintenance.
2.1.3 The obstacles to QMS practices

When implementing a QMS program, many companies face unique problems resulting
from their own specific external and internal environments (Ljungstrom and Klefsjo,
2002). Identifying the obstacles that hinder QMS implementation can be used to assist
program and to develop effective strategic policies and related action programmes in
guiding managers in performing self-audits of their current implementation of QMS
planned to overcome the barriers (Jun, Cai et al., 2004). Dale et al. (2000) found that the
lack of success of QMS is not as a result of the concept but rather the way it had been
introduced into an organisation and used by managers; it is expected that many
fundamental mistakes will be made by senior managers in additional to their advisers in
issues related to communication, training, infrastructure, teams and projects, fundamental
failure of management to stick to the basics (Dale, Zairi et al., 2000).
2.2 Empirical Review

A number of studies have been conducted on Quality Management Systems’
implementation. J. Ruzevicious, (2004) conducted a study on motivation and efficiency
of Quality Management Systems implementation in Lithuanian Organization. The study
focused on why Lithuanian companies seek the implementation and certification of QS in
accordance with the requirements of the ISO 9000 series of standards and what has
changed after the QMS implementation. The study established quantitatively that the
implementation of the QS mostly results in the benefits of an intangible nature that are
internal to the company, hence the principal of motivation for pursuing quality certificate
(ISO 9000) was the ability of the certificate to open customers doors, or would close if
quality certificate were not achieved.
14
In 2008 Yinywane Leon Maluleka on his study on evaluation of an implemented QMS at
one of the South African Government departments, he emphasized on employee
perception of the effect of QMS intervention. The findings of the study indicated that a
QMS can be used to improve the level of service delivery in the public sector. He finally
emphasized that the QMS system has to be planned, developed and implemented over a
period of time in five phases; determination of the scope of QMS implemented, training,
development of procedures’, pilot implementation of the procedures’ and evaluation of
the quality management system and rollout.
Dr. Omer Abdel journal of 2011 was based on the perception of the performance of the
organization’s workers in the governmental private and mixed sectors in the state of
Qatar. The findings suggested that the implementation of the QMS has no impact on the
performance of the participating organizations’ workers; it also revealed some important
points related to the organizational workers and their performances under the umbrella of
the ISO QMS, which leads the researcher to raise some questions to the concerned people
in the international organizations of standardization (ISO).
Aluvi A. of 2001 on his study basing on the role of ISO 9001:2000 certifications in
Kenya sugar industry, with examining the principle of ISO 9001:2000 and how they were
implemented, the effect of ISO certification on production and suggesting the appropriate
ways of enhancing production as their objectives. The researcher adopted a qualitative
way on data analysis. H the researcher stated that the acquisition of ISO certification has
played on important role in increasing production capacity of the company.
2.2.1 Gaps in Literature Review

From the review of the relevant literature it is evident that most studies on Quality
Management Systems implementation have taken a national perspective. Moreover, the
focus of these studies has been on employee perceptions on the QMS implementation,
this approach has provided little information regarding QMS and performance. This study
attempts to bridge this gap by considering QMS and performance in a service provider
organization.
15
CHAPTER THREE
METHODOLOGY
3.1 Introduction
This section outlines the study design, population, area, sampling technique and size, data
collection procedure, data collection and data analysis.
3.2 Research Design

The study adopted a case study approach to determine the effect of QMS implementation
on performance of public Universities in Kenya. A case study was preferred because it
involves a careful and complete observation of social unit, a person, institution, family,
16
cultural group or an entire community, and emphasizes depth rather than breath of study
(Kothari, 1990). The design is desirable for an in-depth analysis that was required for this
study.
3.3 Study Area

The study was carried out at Maseno University, its Campuses and the Kisumu Hotel
which is the key IGA of the institution. Maseno University as said earlier was started off
in 1990 as a constituent college of Moi University and become a full-fledged University
11 years later in February 2001.The University has since evolved into recognized
institution within the region and beyond. Today, schools offering various degrees and
diplomas in social, biological and physical sciences.
The radical increase of the university population, posed an advantageous area for data
collection but due to limited funds and time, it will only base on the non-teaching staffs
of the institution both in managerial and departmental base.
3.4 Target Population

A target population is that group of people from whom the study is designed and
generalizations of the findings are made from (Kothari, 2004). The population of the
study was 1283 of the non teaching staff of Maseno University, since they are available
on daily basis and are the key custodians of major data required for the study.
3.5 Sample and Sampling Technique

A sample of 296 was obtained from the population using Mason, Lind and Marchal
(1999:292) and Nargundkar (2003).
Let sample size n = Z2 Pq/d2
Where n= the desired sample size (if target population is greater than 10,000)
P= proportion in the target population estimated to have a characteristics
being measured.
q= proportion not belonging to the specified category
z= 1-p z value corresponding to the level of confidence
17
Source: Mugenda (2003)
Let the p value be 0.5, the z- statistics is 1.96, and we desire accuracy at the 0.05 level,
then the sample size is.
N = (1.96)2(0.50)(0.50) / (0.05)2
= 384
With a population N = 1283 the sample size will be reduced as shown
nf ={ n/ 1+(n/N )}
where
nf the desired sample size (when population is less than 10,000)

n the desired sample size (when population is more than 10,000)
N the estimate of the population size
nf = 384/ {1+384/1283}
= 296
3.6 Data collection

Data was collected through administered semi-structured questionnaire. The purpose of
the study was explained to the respondent and ethical considerations will be observed and
assured to the respondent.
3.6.1 Source of Data

Primary data was collected using questionnaires administered to respondent by the
researcher while Secondary data was obtained from the various records in the University
3.6.2 Data Collection Procedures

Data was collected from the non-teaching staff of which was administered in their
respective departments by the research assistants. Key informant interviews was
administered personally by the researcher in their offices.
18
3.6.3 Instruments for Data Collection
Data was collected using a semi-structured questionnaire that was administered to the
sample in the study area.
3.6.4 Reliability test for Data Collection Instruments

Reliability of measurement concerns the degree to which a particular measuring
procedure gives similar results over a number of repeated trials (Orodho, 2003).
Reliability is an extent to which a questionnaire or any measurement procedure produces
the same results on repeated trials (Oso and Onen, 2001).
A pilot survey was undertaken to obtain the effectiveness of the ISO standards in the
finance department. The pre test data was analyzed and co-efficient calculated. The
researcher adopted Cronbach’s Coefficient Alpha general of the Kunder-Richardson (K-
R),
3.6.5 Validity Test for Data Collection Instrument

The validity for the data collection instrument is that which shows that the content of the
questionnaire actually measures the concept. Content validity will be adopted in the
study.
3.7 Data Analysis

All data collected was analyzed through Correlation and Regression analysis to establish
the relationship between the variables in the study, by the help of;
y = a + bx + et
Where
sx and sy are the standard deviations for X and Y variables respectively
X is the estimation of the independent variable
19
y is the estimation of the dependent variable
3.8 Data Presentation

The data was presented in the form of pie-chart and frequency tables.
3.9 Research Ethics

Data generated from respondents are purely for academic purposes and so their personal
identity remained anonymous.
CHAPTER FOUR
RESULTS AND DISCUSSION
4.1 Introduction
This chapter deals with results obtained in the study, their analysis and interpretation. The
study analyzed the effect of implementing quality management system on the
performance of public universities in Kenya and the respondents were the non-teaching
staffs of Maseno University. Data collected was analyzed using statistical package for
social scientists, presented in tables and graphs.
4.2 Socio demographic information of respondents

Primary data was collected by means of self administered questionnaires, of which out of
the 296 expected respondents, 215of questionnaires were completed, a response rate of
72.63%. A summary of the respondents who participated in the case study is presented in
table 4.1. A number of the respondents in the study are said 16.7% to have worked for
less than a year with the department and 51.2% for a period of 1-3 years while 31.2% for
3years and over.
20
TABLE 4.1 EXPERIENCE OF THE RESPONDENT
Frequency Percent
Valid Below 1year 36 16.7
between 1-3 years 110 51.2
3 years and over 69 32.1
Total 215 100.0
Source: Survey Data’2013
According to table 4.2 above the sampled population comprised 32.1 %men and 67.9
%women working in the different departments of the organization.
TABLE 4.2 GENDER OF THE RESPONDENTS

frequency percent
valid male 69 32.1
female 146 67.9
total 215 100.0
Table 4.3;The surveyed population comprised 4.7% in the age bracket of 21-25 years old,
20% in the range of 26-30 years, 28.8% in the range of 31-35 years and 37.2% in the age
bracket of 36-40 years and 9.3 % was constituted by the age above 41. This perhaps
shows the distribution of majority of individuals who have served in the relevant
departments is between 36-40 years at 37.2%. This sample can therefore be trusted to
give a true reflection of the presence of QMS in the organization’s study.
TABLE 4.3 AGE OF THE RESPONDENTS
21
Frequency Percent
Valid 21-25 10 4.7
26-30 43 20.0
31-35 62 28.8
36-40 80 37.2
40 and above 20 9.3
Total 215 100.0
From the tabulation majority of the non teaching staffs interviewed have a strong
relationship to the formal education? 1.9% comprised Form four education levels,
44.2%comprised college level, and 40.9% comprised degree level while masters’ level of
education comprised 10.7% of the sample, while other education categories such as
consultancy, PHD was 2.3%. As depicted in table 4.4 above
TABLE 4.4 EDUCATION LEVEL OF THE RESPONDENT
Frequency Percent
Valid Form four 4 1.9
college 95 44.2
degree 88 40.9
masters 23 10.7
others 5 2.3
Total 215 100.0
Involvement of employees in any kind of programme is said to encourage compliance

and ownership. QMS is a process that will require a collective effort from everyone
within the organization. It is therefore crucial for employees to be involved in the early
stages of the programme. Research has said that organizations are faced with competitive
demands for lower costs, higher performance and greater flexibility. As a result they are
increasingly turning to employee’s involvement to enhance the participation,
22
commitment and productivity of their members. From the data obtained it can be said that
36.3% of the employees have acquired the idea through training, 17.7% through
grapevine of which most managers prefer while introducing new systems, 23.7% from
the internet and 22.3% from the organizations publications. It is also seen that most of the
individuals who are at par with QM are female since they hold much of office work in the
organization, and love being in most activities especially grape vine.
Table 4.5, shows that a larger percentage of QMS information awareness was acquired
through the regular training of QMS auditors and implementation team, whom later train
the other employees. QMS awareness is seen to be as wildfire spread into the institution,
as it is said that the so key customers have learned of it and try to emphasize on its better
part of implementation by the help of the documented quality manuals that are found in
Maseno’s website. Chart 4.1 clearly shows that majority of the respondents were
familiarized with the QMS that was implemented in the organization.
TABLE 4.5 QMS AWARENESS AS PER THE RESPONDENTS
Frequency Percent
Valid Training 78 36.3
Grapevine 38 17.7
Internet 51 23.7
Organization
48 22.3
Publications
Total 215 100.0
23
Yes
No
QMS FARMILIARITY
Chart 4.1
4.2 Extent of QMS implementation in Maseno University

In order to establish the extent in which employees are conversant with QMS, the
researcher had to use the QMS Principles as part of research questions and from it the
respondents. It was assumed that each and every employee had an idea for the QMS, and
basing on this it was clearly understood that Maseno University as organization and its
staffs are conversant with the QMS irrespective of the rate at which one is.
TABLE 4.6 CUSTOMER FOCUS

Frequency Percent
Valid Very great extent 37 17.2
Great extent 39 18.1
Some extent 65 30.2
Not at all 74 34.4
Total 215 100.0
Source: survey data’2013
From the table 4.6, 34.4% of the respondents had no idea over customer focus as a QMS
principle, 30.2% had some idea over it, and 18.7% had a great idea while 17.2% were
highly conversant with the principle.
TABLE 4.7 LEADERSHIP
24
frequency percent
Some extent 55 25.6
Not at all 58 27.0
Total 215 100.0
Source: survey Data, 2013
From the table 4.7 27% of the respondents had no idea over leadership as a QMS
highly conversant with the principle
TABLE 4.8 INVOLVEMENTS OF PEOPLE

frequency percent
Some extent 46 21.4
Not at all 81 37.7
total 215 100.0
TABLE 4.9 PROCESS APPROACH
frequency percent
valid Very great extent 18 8.4
Great extent 20 9.3
Some extent 93 43.3
Not at all 84 39.1
Total 215 100.0
25
TABLE 4.10 SYSTEM APPROACH TO MANAGEMENT

frequency percent
Some extent 119 55.3
Not at all 47 21.9
Total 215 100.0
TABLE 4.11 CONTINUAL IMPROVEMENTS

frequency percent
Some extent 110 51.2
Not at all 51 23.7
Total 215 100.0
TABLE 4.12 FACTUAL APPROACHES TO DECISION MAKING
26
frequency percent
Some extent 86 40.0
Not at all 63 29.3
Total 215 100.0
principle, 40% had some idea over it, and 17.2% had a great idea while 13.5% were
TABLE 4.13 MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS

Frequency Percent
Some extent 93 43.3
Not at all 51 23.7
Total 215 100.0
TABLE 4.14 EXTENT OF QMS AWARENESS
Frequency Percent
Valid YES 132 61.4
NO 83 38.6
Total 215 100.0
27
Table 4.14, shows that 64.1% of the respondents had idea over the QMS implemented
while 38.6% said that they had no idea over it.
TABLE 4.15 EFFECTIVE OPERATIONS BASED ON MANAGEMENT
frequency percent
valid Not very satisfactory 3 8.3
Not satisfactory 5 21.7
Neutral 6 25.0
Satisfactory 10 45.0
Total 24 100.0
Table 4.15 indicates that 45% of the respondents indicated that QMS creates a more
efficient, effective operation were satisfactory, 25% neutral, 21.7%were not satisfactory
and 8.3%were not very satisfactory.
TABLE 4.16 CUSTOMER SATISFACTIONS AND RETENTION

Frequency Percent
Valid Not satisfactory 1 1.8
Neutral 4 18.2
Satisfactory 19 80.0
Total 24 100.0
The increase in customer satisfaction and retention was measured basing on the
management. The respondents were; 80% were satisfied, 18.2% neutral and 1.8% were
not satisfied.
TABLE 4.16 ENHANCE MARKETING

Frequency Percent
Valid Not very satisfactory 1 2.8
28
Frequency Percent
Not satisfactory 2 8.9
Neutral 13 55.0
Satisfactory 8 33.3
Total 24 100.00
QMS enhances the market share of an organization was tested and the respondents were;
33.3% were satisfactory,55% neutral, 8.9% not satisfactory and 2.8% of the respondents
were not very satisfactory over the question.
TABLE 4.17 EMPLOYEE MOTIVATIONS, AWARENESS AND MORALE

Frequency Percent
Valid NOT VERY SATISFACTORY 1 9.5
NOT SATISFACTORY 1 9.5
NEUTRAL 3 10.5
SATISFACTORY 18 73.4
Total 24 100.00
Table 4.17 indicates that 73.4% of the respondents were satisfactory, 10.5% neutral, and
9.5% not satisfactory while 9.5% of the respondent were not very satisfactory over QMS
implementation effects on employee motivation, awareness and morale
29
TABLE 4.18 RESULTS OF BI-VIRIATE CORRELATION ANALYSIS
30
PROCESS
APROACH
TO EMPLOYEE
CUSTOM MANAGEM PRODUCTI INFRUSTRUCT
ER FOCUS ENT ON URAL GROWTH
CUSTOMER Correlation 1.000 .772 .716 .523
FOCUS Significance (2-
. .000 .000 .000
tailed)
N 212 212 212 212
PROCESS Correlation .772 1.000 .712 .532
APROACH TO Significance (2-
.000 . .000 .000
MANAGEME tailed)
NT N 212 212 212 212
EMPLOYEE Correlation .716 .712 1.000 .614
PRODUCTION Significance (2-
.000 .000 . .000
tailed)
N 212 212 212 212
INFRUSTRUC Correlation .523 .532 .614 1.000
TURAL Significance (2-
.000 .000 .000 .
GROWTH tailed)
N 212 212 212 212
The use of Bi-Vitiate Pearson correlation was conducted at 2-tailed significance level as
shown in table 4.18. A positive correlation was observed within each pair of variables of
which; process approach to management, employee production and infrastructural growth
had (0.772 P>0.01), (0.76 P>0.01) and 0.523, P>0.01 at a 2-Tailed significance level.
These correlations were high and positive. On infrastructural growth, the strongest
correlation was observed between performance and customer focus at (0.614 p<0.01) and
was followed by process approach to management at (0.532, p<0.01). Finally the lowest
31
correlation was observed between infrastructural growth and customer focus at (0.523,
p<0.01).
TABLE 4.19 COEFFICIENTSA ON EFFECTS OF QMS IMPLEMENTATION ON
THE INFRASTRUCTURAL GROWTH
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.981 .721 1.986 .050
CUSTOM .757 .295 .721 9.335 .000
EMPROD .783 .286 .728 9.717 .000
PROCAPR .795 .285 .731 9.811 .000
INFRTGR .018 .133 .010 .136 .892
a. Dependent Variable: PRODUCTIVITY
From table 4.18, the β statistics interpreted ranking measures of the independent variable
where by the higher the magnitude of β value the more influence the variable has on the
overall model. The β statistics measured indicated that Customer Focus β 0.721 P>0.05,
Employee Productivity β 0.728 P>0.05, Process approach to management β 0.731, P<
0.05 and Infrastructural growth β 0.010 P>0.05.
From the table Customer Focus and Process approach to management were significant
while Employee Productivity and Infrastructural growth were not significant therefore the
regression results indicated that there was a statistically significant positive relationship
between the independent and dependent variable, with a standard error of 0.721 and a t
value of 1.986.
TABLE 4.19 MODEL SUMMARIES FOR REGRESSION
32
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .637a .398 .383 .6560
predictors: (constant), customer focus, employee productivity, process approach to
management and infrastructural growth
Dependent variable. productivity
The coefficient of determination (R square) for the model is 0.398 indicating that the
implementation of QMS was important in explaining 39.8% of the infrastructural growth
in Maseno University, and the other 60.2% of the institutional infrastructural growth can
be explained by other factors outside the model, this may include; global market
competitions, government requirements and also the institution management policy.
The results of the regression analysis in table 4.19 were used to estimate the regression
model as shown below;
y = 1.981+0.757X1+0.783X2+0.795X3+0.018X4

EMPLOYEE PERFORMANCE
33
1 (Constant) 1.084 .257 4.215 .000
CUSTOM .366 .117 .335 3.120 .002
EMPROD .280 .090 .333 3.117 .002
PROCAPR .108 .087 .120 1.231 .221
INFRTGR .078 .000 .073 2.451 .015
a. Dependent Variable: AWARENESS
From the table Customer Focus, Infrastructural growth and Process approach to
management were significant while Employee Productivity was not significant therefore
the regression results indicated that there was a statistically significant positive
relationship between the independent and dependent variable, with a standard error of
0.257 and a t value of 4.215.
34
1 .743a .602 .417 .510
Dependent variable. awareness
implementation of QMS was important in explaining 74.3 % of the employee
performance in Maseno University, and the other 25.7% of the institutional employee
performance level in the institution can be explained by other factors outside the model,
this may include; global market competitions, government requirements and also the
institution management policy.
y = 1.084+0.366X1+0.280X2+0.108X3+0.078X4

THE STUDENTS ENROLMENT.
35
1 (Constant) 1.740 .272 6.399 .007
CUSTOM .097 .124 .095 .784 .000
EMPROD .112 .095 .142 1.180 .002
PROCAPR .375 .092 .445 4.053 .000
INFRTGR .078 .000 .073 2.451 .015
a. Dependent Variable: student enrolment
From the table Customer Focus, Employee Productivity and Process approach to
management were significant while Infrastructural growth was not significant therefore
the regression results indicated that there was a statistically significant positive
relationship between the independent and dependent variable, with a standard error of
0.272 and a t value of 6.399.
36
1 .721a .615 .485 .591
Dependent variable. students enrolment
implementation of QMS was important in explaining 72.1% of the infrastructural growth
in Maseno University, and the other 27.9% of the students enrolments can be explained
by other factors outside the model, this may include; government requirements and also
the institution management policy.
y = 1. 1.740+0. 097X1+0. 112X2+0. 375X3+0.078X4
4.6 Interpretation and discussion of the results

This section highlights the interpretation and discussions of the results of the study in
relation to the research objectives
The first section of the questionnaire contains individual’s personal information about the
respondent. The study was based on QMS implementation in Maseno University of
which is among the few ISO Certified organizations; however the QMS implementation
has had several challenges over its overall performance on both its employees and service
delivery. The study variables included the independent variables; they include
Effectiveness of QMS implementation on; customer Focus, employee productivity and
infrastructural growth. The study tried to answer, what is the extent of QMS
implementation in Maseno University, What are the effects of QMS on students’
enrolment in Maseno University, What are the effects of QMS on employees’
37
performance in Maseno University, What is the effect of QMS implementation on the
infrastructural growth in Maseno University.
Maseno University being a higher learning institution is alleged that its workforce had to
be good examples to its clientele of who are the students. From the data collected it was
revealed that 44.2% held a college certificate, 40.9% University Degree while 1.9% only
had a form four certificate. From this data the researcher is confident over the data
collected due to the availability of the basic knowledge which is read and write. Basing
on the first objective, it is clearly said that Maseno University’s extent in which QMS has
an impact on performance is easily felt from the data that was collected and had revealed
that 63.7% of the population sampled had knowledge and were aware of the QMS
existence. QMS implementation is a continuous process; hence regular employee training
will be the best idea for its awareness as seen from the data collected.
There is an interesting relationship between the reasons for the implementation of quality
management systems and the corresponding performance outcomes. According to various
pieces of research, organizations maximize their benefits, if they achieve quality system
implementation based on internal motivations. Organizations that pursue QMS
certification willingly and have a positive attitude towards it are more likely to report
improved organization performance than organizations that pursue QMS certification in a
reactionary mode due to customer pressure. Very important is the appropriate
maintenance of quality management systems during the post-certification period. During
this period, activities such as management reviews, corrective and preventive actions,
internal and external audits, collection and analysis of data, measurement of performance
and continuous improvement are of key importance.
Employees’ involvement in any kind of programme will encourage compliance and

ownership. QMS is a process that only requires a collective effort from everyone within
the stipulated organization, it is therefore crucial for employees to be involved in the
early stages of the system programme. Most of organizations are faced with competitive
demands for lower costs, higher performance and greater flexibility. As a result they are
38
increasingly turning to employees’ involvement to enhance the participation,
commitment and productivity of their members. Employee involvement to any
programme can lead to a quicker and a more responsive decisions continuous
performance improvement.
4.6.1 Management involvement
Management commitment is the most crucial factor for the success of QMS and its lack
is the most often cited pitfall. Without a positive commitment any strategy for change is
likely to fail (Kanji, 2002). A key challenge for leaders is to effectively manage the
relationship between the organization’s Vision/ Mission statements/ Strategies, and
Values. Together, the Mission and Vision statements give direction to an organization,
and function as a compass or road map, leading to better performance (SA and Kanji,
2003). TMC to quality and leadership must be demonstrated by developing and
communicating the organization’s vision throughout the organization; Leaders are
therefore required to create a quality vision, reduce or minimize resistance to change,
initiate quality as a culture, meeting customer dynamics expectations and encouraging
continuous improvement. To achieve these goals, top management is assumed to be
actively involved in establishing and communicating the organization’s vision, goals,
plans, and values for its quality program (Dering, 1998; Zairi, 1999; Anupam, Handfield
et al., 2000; Parzinger and Nath, 2000; Lau and Idris, 2001 ; Kanji, 2002; Baidoun,
2004). A successful organization requires more than just sound business strategy; it
requires a quality culture to support the strategy. Therefore, top management needs to
anticipate change and make plans to accommodate it (Georgiades and MacDonell, 1998a;
Kanji, 2002). TMC requires living the culture, aptly described by Juran, ‘do not do what I
say, but do what I do’ should improve customer orientation, empowerment, and
teamwork.
Employees of an organization depicts what their management take for the QMS that is in
place, hence the researcher thinks that to reduce resistant it is important for the top
management effectively communicate the new mission with its employees so as to reduce
the tendency of uncertainty. Communication is said to be the highway to every success of
an organization. An effective communication charnel may also contribute in the decision
39
making process hence it determines the state at which an employee will carry out his task
and duty irrespective of the availability of any system in place.
From the data collected the management was seen to actively participate in the study and
the researcher was convinced that the institution is much aware of the QMS existence and
it has impacted much since it was introduced especially in the following areas that the
researcher focused upon. Organization effective operations, majority of the respondents
were satisfied over the QMS implementation on Maseno University day to day activities.
Maseno University’s being a higher learning institution is said to face stiff completion
from the private learning institution. The introduction of the QMS is seen to have an
impact over its performance. From the findings it is seen that majority of the respondents
were neutral with 55% while 33% were satisfied with the fact that QMS has enhanced the
university marketing.
As discussed earlier, the questionnaires were designed for the study purpose for this
reason each research objectives was focused upon. From the study the word production
has gone different meaning and measures to different organizations according to type of
business and the size and nature of the organization. It is very difficult to necessitate the
type and size of the organization to acquaintance to work with one criteria of productivity
(Omer. Abdel, 2011) to this the researcher will not base much on productivity and also
it’s not clearly mentioned in the QMS standards.
The three subsequent questions were asked around productivity regardless of the
department and the work that the employees undertake. Productivity can be said to be a
key success of the organization based on student enrolment, performance and
infrastructural growth. The statistical analysis of the collected data shows that the
respondent declared that they agreed with the implementation of QMS hence had a
minimal material impact over the organization productivity, infrastructural growth and
the organizations financial performance. Other researchers from their survey indicated
that the adoption of the QMS had a significant on the organizations workers productivity
and workers attention to details. For instance a wise man said “do the right thing at the
40
right time” if this state is properly considered by the organization in establishing QMS
when mapping the work in progress, will results in a strong and effective work
procedures that will ensure high quality of the service rendered and cut down the time
consumed in performing the task (Roseman, 1988)
4.6.2 Effects of QMS implementation on employees performance.

It is all about the use of the right metrics in the right place (Cohen, 2004) in order to
know the individuals attitude while managing performance that supports the firms
strategic goals. To develop an effective performance measurement system the metrics are
linked to business strategy, the goals are established at departmental levels that are
related to the overall organizational goal. Mechanism and processes are created and
clearly defined to track progress and service delivery performance of an individual. The
developed set of matrices is then focused on some key recommendations that help a firm
identify ways of evaluating its day to day employees’ performance. Basing on Aluvi.
Patrick, 2001 indicated that through QMS certification there is an increase in production.
Both the company and employees have experienced benefits that have accrued from the
QMS certification. From this study it is evaluated that before certification ranged at
17.7% but after certification the study gave out an increase of 3.2%.
The introduction of QMS in the organization, from the findings is seen to have a positive
significance towards its performance. The study variables are seen to be sufficiently
moderated by the level of education qualification and individual’s awareness of the QMS
standards. Relevant literatures on QMS implementations’ was reviewed and presented.
The researcher used mixed methodology, stating that the impact of QMS implementation
of the organization employees was then assessed revealing that the implementation of
QMS had no impact and or does not improve the performance of the organization and its
employees under the QMS umbrella.
From this study the researcher was convinced that when employees are involved in the
QMS implementation process; their performance aspect improves as the researcher has
identified out weather direct or indirect involvement. Most of the respondence in the data
41
collection are said to have a working period of between 1-3years making them able to
give legitimate information for the data collected. It’s said that those who had been in the
organization for a period of more than three years, held the most appropriate information
for the research.
The state of acceptance and refusal of Maseno University employees to the QMS
implementation is a very important aspect to the success of the institution as it has major
impacts on the degree of involvements and commitment of the employees. When
employees do not accept or refuse the QMS implementation, a strong resistant will
emerge up against the new system and the employees will try to put obstacles in order to
hinder the successful QMS implementation, which may result in the failure or ineffective
implementation of the system. From the statistical data collected, it showed that the
respondents’ attitude about the QMS benefits was positive. This result indicates that the
respondents have believed on the QMS irrespective of the difficulties during and after the
implementation process.
4.6.3 Effects of QMS implementation on students enrolment

It is not surprising that issues related to customer focus and satisfaction receive the
largest coverage in the QMS literature, given the major push toward customer satisfaction
orientation in virtually all types of businesses (Sila and Ebrahimpour, 2002). Garvin
(1988), companies emphasizing different quality control and management approaches can
be classified into four broad categories: inspection, Statistical Quality Control, quality
assurance, and strategic quality management (Lau, Zhao et al. 2004; Yeung, Cheng et al.,
2006). According to Garvin (1988), the first stage in pursuing QMs is an approach to
Quality that emphasizes the involvement and commitment of every employee in an
organization in order to provide quality products and services to the satisfaction of their
customers
A study conducted by Ishikawa, 1985 found that an organization’s primary purpose is to

stay in business, to promote the stability of the community, and to generate products and
services that are useful to customers, and provide a setting for the satisfaction and growth
42
of its shareholders. Quality is not only a measure of product quality and its technical
aspects; it also concerns the processes in the company or organization that ultimately
satisfy customers. Therefore, QMS is a means to streamline production but, most
importantly, also to create satisfied and hopefully faithful customers. The customers are
the judges of the company and it should be remembered that there are customers both
inside and outside the company (Ljungstrom , 200 and Maffioli, 2003). Customer-focus
is a central tenet of market orientation; it is a set of beliefs that puts the customer’s
interest first but does not exclude those of all other stakeholders such as owners,
managers, and employees, in order to develop a long-term profitability (Nwokah and
Maclayton, 2006).
Maseno University being an institution of higher learning focuses on students as its main
customers. From the research the results on the regression shows that the presence of
QMS significantly determines the students’ enrolment. The value of R 2 shows that the
implementation of QMS explains
The results of the study indicate that the factors affecting the QMS implementation on
performance; based on Maseno University productivity and infrastructural growth is in
line with the people involvement and process approach to management. People involved
being the employees in the implementation process is said to give hand towards
perfection in the implementation procedures.
4.6.4 Infrastructural growth

The results of the regression show that the implementation of QMS significantly
determines infrastructural growth. The R2 shows that the implementation of QMS
explains 39.8% of the total value of growth in infrastructure. This study can be accepted
because from the QMS principles, continual improvement Continual of the organization's
overall performance should be a permanent objective of the organization. The estimated
model between the relationship of QMS implementation and infrastructural growth shows
that there is a positive relationship between the variables; a slight improvement on the
QMS principles by a unit causes the involvement increases by 1.981units
43
The study findings indicate that the infrastructural growth has been improving since the
certification stage. This can either be felt directly or indirectly by the customers.
CHAPTER FIVE
SUMMARY CONCLUSIONS AND RECOMMENDATIONS
This section presents a summary of study findings, conclusions and recommendations

based on the major findings of the study.
5.1 Summary and Conclusion

The first objective of the study was establishing the extent of QMS implementation in
Maseno University. From the study it was found that Maseno University, from the data
44
collected has knowledge of QMS and through the various efforts undertaken by the
organization for awareness such as regular training, involving its employees in QMS
auditing is a great proof that most of its employees are aware of the QMS, ISO 9001
2008.
The other three objectives are said to focus on QMS implementation effects on students’
enrolment, employee performance and infrastructural growth in Maseno University. Due
to technicality of the objectives the researcher uses regression analysis so as to reduce on
the gap and obtain desirable findings. It was seen that QMS implementation being a
continuous process has an impact over the other objectives though there was a blame
game in the organization.
It is seen that the ultimate goal of the research was to formulate questions and find
answers to this question in order to determine the effect of implementing quality
management system on the performance of public universities. It is said that, it’s
impossible for one to ask questions and find all answers correct to every single question.
From the study, some respondents were not ready to respond because of the sensivity of
the information; they therefore turned me away while others just filled for a formality
hence giving false information out of pretence.
There is some evidence(Kearney,1991) that there are two key reasons why attempts to
implement QMS fails, out of which are failures to changes in culture and failure to
measure progress. At Maseno University, the researcher states that it’s early to start
talking about QMS failures; particularly in respect of measuring progress. Several
attempts have been made by the management to agree on performance indicators that are
related to its new amended Vision and Mission statement. The researcher had just been
given a go head in addressing issues over implementing quality management system on
the performance of public universities, but not on issues of measuring quality. Being a
multicultural institution, culture change is the major monster that affects the QMS
implementation, hence it is critically said that such organizations have to practice
interculturiation so as to attain its objectives.
45
5.2 Conclusions
To conclude whether QMS is an achievable goal to the Kenyan University, especially
public and private remains a matter for discussions. From the strategic perspective,
managers in Maseno University must realize the necessary to plan quality management
system from the early stages of their implementation. Universities both public and private
are said to well fit the QMS and its standards.
It’s seen an existence of an interesting relationship between the reasons for the
implementation of Quality Management System and the corresponding performance
outcomes. According to various pieces of research, organizations maximize their
benefits, if they achieve QMS implementation based on internal motivations. Universities
that adopt QMS willingly and have a positive attitude towards it are more likely to report
improved organization performance than those that have it in a reactionary mode due to
the customer pressure.
The very important aspect is the appropriate maintenance of QMS during the post-
certification period, and during this period activities such as management reviews,
corrective and preventive actions and internal and external audit are the key factors for
the QMS importance (Adolfas, 2010).
5.3 Recommendation
The following recommendations were made based on the results of the study.
Employees are the backbone of every management system hence the top management
should give sufficient emphasis to the human resource management and payment
attention to involve its workers and encourage them to contribute in the different QMS
implementation stages.
Organization should make proper use of QMS continual improvement tools as it puts the
organization in the continual improvement track.
46
Top management should keep the enthusiasm and commitment to the QMS prior and
following the certification audits and should not take the certification as goal destination.
5.4 Limitation for the study

The major limitation of this study was its respondents had the fear to the unknown hence
most data were not highly relied upon.
5.5 Suggestion for future research

The researcher only based on the non-teaching staff of the institution. It is advisable for
other researchers to focus not only the employees but also to the customers of whom at
this context are the students.
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6.0 APPENDIXES
QUESTIONNAIRE
For non conformity of data, you are urged not to indicate anywhere in the questionnaire
your name, position in the organization and or your signature. Only none teaching staffs
are allowed to participate in the project questionnaire interviews.
1. Personal information
a. Department ……………………………………
b. Gender
Male
Female
c. Age
18-20 21-25 26-30 31-35 36-40
52
Above 41
d. How old have you been working in this department
Below 1year between 1-3 years 3 years and over
e. What is your level of education
Form four college degree

masters others
2. QMS ISO 9001
Key; 1) very great extent, 2) great extent, 3) some extent, 4) not at all
I. How did you learn of the ISO 9001;2008 QMS existence
Training Grapevine Internet Organization Publications
Don’t know about it
II. To what extent are you familiar with ISO 9001;2008 QMS [1] [2] [3] [4]
III. To what extent do you understand the following QMS principles
a) Customer focus [1] [2] [3] [4]
b) Leadership [1] [2] [3] [4]
c) Involvements of people [1] [2] [3] [4]
d) Process approach [1] [2] [3] [4]
e) System approach to management [1] [2] [3] [4]
53
f) Continual improvement [1] [2] [3] [4]
g) Factual approach to decision making [1] [2] [3] [4]
h) Mutually beneficial supplier relationships [1] [2] [3] [4]
iv. How often does the organization review the QMS principles [1] [2] [3] [4]
1. Is there any QMS implementation team
Yes
No
If the above question, your response is yes please fill question at the this level, if No
please leave them blank
a) Are you part of the Team?
Yes
No
b) Which method or category was used while selecting the implementation team?
Academic qualification
Job group
Individual’s interest
Randomly appointment
Any other specify…………………..
54
Key; Not very satisfactory [1] Not satisfactory [2] Neutral [3] Satisfactory [4]
Very satisfactory [5]
Do you think that your department has performed better on the following front since
the QMS implementation was initiated?
Productivity [1] [2] [3] [4] [5]
Student’s enrolment [1] [2] [3] [4] [5]
Infrastructure [1] [2] [3] [4] [5]
Financial performance (department budget) [1] [2] [3] [4] [5]
To what extent has performance affected by implementation basing on;
Customer focus [1] [2] [3] [4] [5]
Employee productivity [1] [2] [3] [4] [5]
Infrastructural growth [1] [2] [3] [4] [5]
Process approach to management [1] [2] [3] [4] [5]
Financial growth [1] [2] [3] [4] [5]
Top management commitment [1] [2] [3] [4] [5]
To what extent has are the following commensurate with the implementation
Productivity [1] [2] [3] [4] [5]
Student’s enrolment [1] [2] [3] [4] [5]
Infrastructure [1] [2] [3] [4] [5]
55
Financial performance (department budget) [1] [2] [3] [4] [5]
3. Management
This level should only be filled by any Level of management in the Department
a) Do you believe in the benefits of ISO9001 2008 certification?
Yes
No
How has is impacted on this
i. creates a more efficient, effective operation [1] [2] [3] [4] [5]
ii. increases customer satisfaction and retention [1] [2] [3] [4] [5]
iii. reduces audits [1] [2] [3] [4] [5]
iv. enhances marketing [1] [2] [3] [4] [5]
v. improves employee motivation, awareness, and morale [1] [2] [3] [4] [5]
vi. promotes international trade [1] [2] [3] [4] [5]
vii. increases profit [1] [2] [3] [4] [5]
viii. reduces waste and increases productivity [1] [2] [3] [4] [5]
56
Work plan
No. Date Activity Carried Out Physical Place
1 December Title moderation Maseno University

2012
2 January 2013 Title Presentation and Proposal Preparation Maseno University
3 March 2013 Proposal Presentation to the supervisors Maseno University
4 May 2013 Adjustment and Department Submission of the Maseno University

Proposal
5 June 2013 Data Collection Maseno University and

its Campuses
6 August 2013 Data Analysis Kisumu Hotel
7 September Submission of Final Project To the SGS Maseno University

2013
Table 6.1
57
Budget
No. Particular Unit Unit cost Amount

1 Transport 10,000
2 Stationery (consumables) 10,000 10,000
3 Stationery (Non consumables) laptop & 1X1 50,000 50,000
printer
4 Research Assistant 3X4(days) 5,000 60,000
5 Miscellaneous Expenses 35,000 35,000
6 Accommodation 9(months) 5,000 45,000
7 Hotel Expenses (data analysis) 4 1,500 6,000
Total 216,000
Table 6.2
58
59

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EFFECT OF IMPLEMENTING QUALITY MANAGEMENT SYSTEM ON THE

PERFORMANCE OF PUBLIC UNIVERSITIES IN KENYA: A CASE OF

GULALI INDIYA DONALD

RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF THE

SCHOOL OF BUSINESS AND ECONOMICS

DEPARTMENT OF MARKETING AND MANAGEMENT

Declaration by the Candidate

I Gulali Indiya Donald (PG/MBA/152/2011) declare that this research proposal is my

Signature ……………………….......... Date ……………………….

Declaration by the Supervisors

Mrs. Beatrice Abongo Sign…………….………

School of Business and Economics (Marketing Department)

Mr. Charles Ondoro Sign……………………

School of Business and Economics (Marketing Department)

TABLE OF CONTENTS Pages

ABBREVIATIONS AND ACRONYMS ix

LIST OF CHARTS xiii

1.1Background of the Study.............................................................................................1

1.2 Problem statement......................................................................................................3

1.3 Objectives of the Research.........................................................................................4

1.4 Research Questions....................................................................................................4

1.5 Justification of the study............................................................................................4

1.6 Scope of the Study.....................................................................................................5

1.7 Conceptual framework...............................................................................................6

2.1 Theoretical review......................................................................................................8

2.2 Empirical Review.....................................................................................................14

3.3 Study Area................................................................................................................17

3.4 Target Population.....................................................................................................17

3.5 Sample and Sampling Technique.............................................................................18

3.6 Data collection.........................................................................................................19

3.7 Data Analysis...........................................................................................................20

3.8 Data Presentation.....................................................................................................20

3.9 Research Ethics........................................................................................................20

RESULTS AND DISCUSSION 21

4.2 Socio demographic information of respondents......................................................21

4.2 Extent of QMS implementation in Maseno University...........................................25

4.6 Interpretation and discussion of the results..............................................................38

SUMMARY CONCLUSIONS AND RECOMMENDATIONS 46

5.1 Summary and Conclusion........................................................................................46

5.4 Limitation for the study............................................................................................48

5.5 Suggestion for future research.................................................................................48

ABBREVIATIONS AND ACRONYMS

TMC-Technical Management Committee

TQM – Total Quality Management

IGA – Income Generating Activity

AMA- American Management Association

KEBS – Kenya Beaural of Standards

Quality – The degree to which a set of characteristics fulfills requirements.

Who is International Standards of Organizations – it’s an international agency

What is International Standards of Organizations – it’s a family of standards that

Performance - The accomplishment of a given task measured against preset known

Absenteeism – Practice or habit of being an absentee and an absentee is one who

LIST OF TABLES PAGES

TABLE 4.2 GENDER OF THE RESPONDENTS 22

TABLE 4.3 AGE OF THE RESPONDENTS 22

TABLE 4.5 QMS AWARENESS AS PER THE RESPONDENTS 24

TABLE 4.6 CUSTOMER FOCUS 25

TABLE 4.7 LEADERSHIP 25

TABLE 4.8 INVOLVEMENTS OF PEOPLE 26

TABLE 4.9 PROCESS APPROACH 26

TABLE 4.11 CONTINUAL IMPROVEMENTS 27

TABLE 4.10 SYSTEM APPROACH TO MANAGEMENT 27

TABLE 4.12 FACTUAL APPROACHES TO DECISION MAKING 28

TABLE 4.13 MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS 28