Daisy Report Complete

THE EFFECTS OF QUALITY MANAGEMENT ON THE PERFORMANCE OF AN
ENTERPRISE: CASE STUDY LABEL COMPANY YAOUNDE
CERTIFICATION
This is certify that the report entitled THE EFFECTS OF QUALITY MANAGEMENT ON
THE PERFORMANCE OF AN ENTERPRISE CASE STUDY LABEL COMPANY
YAOUNDE was written and defended by CHIA MENGWI DAICY under the strict
supervision of PROFESSOR SUPPERVISOR MR EBONTANE BO FELIX .It meets the
requirements and regulations governing the HIGHER NATIONAL DIPLOMA (HND)
program .it is approve for its contribution towards the growth of social science
MR EBONTANE BO FELIX
ACADEMIC SUPERVISOR Mr
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PROFESSIONAL SUPERVISOR M
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PRESIDENT OF JURY
Name………………………………….
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MEMBER OF JURY ONE
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MEMBER OF JURY TWO
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WRITTEN AND PRESENTED BY CHIA MENGWI DAICY
DEDICATION
This piece of work is dedicated to my beloved father MR. NDOHFOR LESLIE SHAFEH.
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ACKNOWLEDGEMENTS
I will like to express my sincere gratitude to several individuals for supporting me throughout
this study.
Firstly, I will like to express my special thanks to GOD for leading and guiding me in doing
this report on the topic.
This research effort won’t have been successful without the help of my academic supervisor
MR EBONTANE BO FELIX for his guidance and support towards the relation his work and
also to my lecturers for all their advices they gave me
Also, I want to thank my professional supervisor for the directives he gave me and the time
he always took out when I needed his help.
Furthermore, I wish to express my sincere thanks to the entire SIANTOU UNIVERSITY

INSTITUTE and her staff for their never-ending efforts to help me effectively develop my
skills in my respective professional field.
In addition, my appreciation goes to my lovely mother Mum MICHAEL WANKI and to my

father Mr CHIA KENETTE who have allowed me to lack nothing academically, morally,
financially and spiritually. Not forgetting my spiritual parents
Finally, I thank my family members especially my brothers and sisters, uncles and aunties,
my friends , classmates who showed me their love -and encouragement during this study.
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ABSTRACT
The purpose of this study is to see how an organization can prepare themselves to overcome
the barriers when implementing a quality management system. When introducing a new
management system regardless of its intentions, there are several obstacles, or rather barriers,
which an organization will face and ultimately have to deal with in order to assure a
successful implementation of a QMS. Not knowing beforehand what problems may arise
from adopting a new management system may halter the process of introducing the new
management system and add costs, resources, and time to the introduction phase. Although
there are general barriers and problems with implementing a quality management system,
there are also specific barriers for each and every organization. It is of significant importance
that organizations become aware of those areas of which they need to pay the most attention
to when implementing a QMS. There will be forces for and against the change process of a
QMS and the latter needs to be anticipated and dealt with for a successful implementation of
a QMS.
By using a case organization and the managers within, we were able to assess the pre-
conditions at the organization and identify which barriers that were specific for them. As
managers are the ones implementing the new system as well as controlling, maintaining and
continuously improving it, it was necessary for us to acquire their opinions and ideas. A
qualitative research approach was taken and semi-structured interviews were held at the case
organization of LABEL Company. To effectively prepare the organization for the
implementation of a QMS these barriers needs to be dealt with. Furthermore, we recommend
that the organization educate and train those responsible for the introduction of a QMS and
that an independent steering group/committee is established.
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TABLE OF CONTENT
CERTIFICATION..........................................................................................................................1
DEDICATION.................................................................................................................................2
ACKNOWLEDGEMENTS............................................................................................................3
ABSTRACT 4
TABLE OF CONTENT..................................................................................................................5
TABLE OF FIGURES...................................................................................................................8
TABLE OF TABLES.....................................................................................................................9
CHAPTER ONE............................................................................................................................10
GENERAL INTRODUCTION.....................................................................................................10
1.0 INTRODUCTION...................................................................................................................10
1.0.1 HISTORICAL BACKGROUND.........................................................................................10
1.0.2 CONCEPTUAL BACKGROUND...................................................................................13
1.0.3 CONTEXTUAL BACKGROUND..................................................................................13
1.1 PROBLEM STATEMENT.....................................................................................................14
1.2 OBJECTIVES OF THE STUDY............................................................................................15
1.2.1 Main research objective.......................................................................................................16
1.2.2 Specific objectives.................................................................................................................16
1.3 RESEARCH QUESTIONS.....................................................................................................16
1.3.1 General research question................................................................................................16
1.3.2 Specific research questions...............................................................................................16
1.4 SCOPE AND LIMITATIONS OF THE STUDY..................................................................16
1.5 OPERATIONAL DEFINITIONS...........................................................................................17
Why should organisations care about quality?.......................................................................17
1.6 Significance of the study..........................................................................................................18
1.7 ORGANIZATION OF THE STUDY.....................................................................................19
CHAPTER TWO...........................................................................................................................21
LITERATURE REVIEW.............................................................................................................21
2.0 INTRODUCTION...................................................................................................................21
2.1.1 COMMON TYPES OF CHANGE......................................................................................23
2.2 ORGANIZATIONAL CULTURE.........................................................................................25
2.3 HUMAN CAPITAL DEVELOPMENT.................................................................................27
2.4 ORGANIZATIONAL PERFORMANCE..............................................................................29
2.5 MODELS AND THEORY RELATING TO THE CONCEPTS..........................................30
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2.5.1 KOTTER’S MODEL............................................................................................................30

2.5.2 MCKINSEY 7S MODEL.....................................................................................................30
2.5.3 HUMAN CAPITAL THEORY............................................................................................30
2.5.4 FOURTEEN DEMING POINTS FOR QUALITY MANAGEMENT...................................31
2.6 SUMMARY OF THEORY.....................................................................................................32
CHAPTER THREE.......................................................................................................................35
RESEARCH METHODOLOGY.................................................................................................35
3.0 INTRODUCTION...................................................................................................................35
3.1 METHOD OF DATA COLLECTION...................................................................................35
3.2 TECHNIQUES/TOOLS FOR DATA COLLECTION.........................................................35
3.2.1 PRIMARY DATA COLLECTION.................................................................................36
3.2.2 SECONDARY SOURCES OF DATA.............................................................................37
3.3 POPULATION.........................................................................................................................38
3.4 SAMPLING TECHNIQUES/PROCEDURES......................................................................39
3.5 METHODS OF DATA ANALYSIS.......................................................................................41
CHAPTER FOUR.........................................................................................................................44
THE ORGANISATION/DATA PRESENTATION AND ANALYSIS......................................44
4.0 INTRODUCTION...................................................................................................................44
4.1 DATA PRESENTATION (INTRODUCTION).....................................................................44
4.1.1 RESPONSE RATE...............................................................................................................44
4.1.2 DEMOGRAPHIC CHARACTERISTICS..........................................................................45
4.1.2.1 Gender of the Respondents...............................................................................................45
4.1.2.2 Age group...........................................................................................................................46
4.2 EXPERTISE CAPACITY.......................................................................................................47
4.2.1 Highest Level of Education..................................................................................................47
4.2.2 Marital Status..........................................................................................................................48
4.2.3 Longevity at Service...............................................................................................................49
4.2.4 Responds on Experience in Quality Management...................................................................50
4.2.5 Responses on Customers satisfactions....................................................................................51
4.2.6 Responses on Haven been a manager.....................................................................................52
4.2.7 Responses on quality Management Focus...........................................................................53
4.2.8 Responses on LABEL benefits from QMS..........................................................................54
4.2.9 Responses on the method of keeping customer satisfied....................................................55
4.2.10 Responses on the measurement of success from QM.......................................................56
CHAPTER FIVE...........................................................................................................................58
SUMMARY, CONCLUSION, LIMITATIONS AND RECOMMENDATIONS.....................58
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5.0 INTRODUCTION...................................................................................................................58
5.1 SUMMARY..............................................................................................................................58
5.2 CONCLUSION........................................................................................................................59
5.3 RECOMMENDATION...........................................................................................................59
BIBLIOGRAPHY..........................................................................................................................60
APPENDIX I: LETTER OF INTRODUCTION OF QUESTIONNAIRE................................63
APPENDIX II: QUESTIONAIRES.............................................................................................64
ORGANIGRAM OF LABEL.......................................................................................................67
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TABLE OF FIGURES
Figure 3.1: Sampling methods in research methodology.....................................................................39

Figure 4.1 Respond rate.......................................................................................................................45
Figure 4.2 Gender of the responds.......................................................................................................46
Figure 4.3 Age group...........................................................................................................................47
Figure 4.4 Highest level of education..................................................................................................48
Figure 4.5 Marital Status.....................................................................................................................49
Figure 4.6 Longevity service................................................................................................................50
Figure 4.7 Experience in QM................................................................................................................51
Figure 4.8 Customers Satisfaction.......................................................................................................52
Figure 4.9 Have been a manager.........................................................................................................53
Figure 4.10 QM Focus..........................................................................................................................54
Figure 4.11 LABEL benefit from QMS...................................................................................................55
Figure 4.12 Method of keeping customers satisfied............................................................................56
Figure 4.13 Measurement of success from QM...................................................................................57
Figure 15. Organogram of LABEL.........................................................................................................67
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TABLE OF TABLES
TABLE 3.1: TIMETABLE OF ACTIVITIES.....................................................................................41

Table 4.1: Response rate......................................................................................................................44
Table 4.2 Response rate.......................................................................................................................46
Table 4.3 Marital Status.......................................................................................................................48
Table 4.4 Longevity at service..............................................................................................................49
Table 4.5 Responds on Experience in Quality Management................................................................50
Table 4.6 Responses on Customers satisfactions................................................................................51
Table 4.7 Responses on Haven been a manager.................................................................................52
Table 4.8 Responses on quality Management Focus...........................................................................53
Table 4.9 Responses on LABEL benefits from QMS.............................................................................54
Table 4.10 Responses on the method of keeping customer satisfied..................................................55
Table 4.11 Responses on the measurement of success from QM.......................................................56
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CHAPTER ONE
GENERAL INTRODUCTION
1.0 INTRODUCTION
In recent years, many companies have realized using the traditional approach to quality will
not help them achieve their full potential. In a dynamic environment, traditional
organizational structures and management practices are considered inadequate. Many
companies are in a constant search for strategies and processes that will help them gain
competitive advantage, therefore most companies are trying to implement certain strategies,
but fail due to a number of facts. In order for a company to achieve and later maintain its
competitive edge in a fast-growing market, it needs to have the appropriate means by which it
will be able to meet the needs of its customers and thus secure a leading position in the
market. The modern approach to quality was affected by the development of high-quality
Japanese items that overflowed the western world in the last century (Handžić, 2005). After
the remarkable success of Japanese products in the world market, Western companies
become very interested in their concepts. Therefore, as early as the 1980s, manufacturing
companies focused on improving quality to achieve competitiveness and to generate greater
profits. Companies started seeking alternative ways of empowering and enabling
organizational learning, which can result in employees quickly.
The current business environment is very dynamic. This means that an organization should
always be watchful of the trends in the sector it is operating in so as not to remain unfit for
the market demands. In a highly competitive business environment, organizations must focus
on the continuous improvement of their performance and the development of all their tools to
ensure they provide top-quality services. This is essential to achieving high levels of
customer satisfaction and loyalty (Johnson, 2021).
1.0.1 HISTORICAL BACKGROUND
Total quality management can be defined as the process of integrating all activities,
functions, and processes within an organization with the aim of achieving continuous
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improvement in cost, quality, function, and delivery of products and services to achieve
customer satisfaction (Starčević, Mijoč & Vrdoljak, 2012). TQM represents the most general
concept of quality management that takes into accounts the requirements and interests of all
stakeholders of the organization (customers, employee’s shareholders, suppliers, society). In
recent decades, quality theorists Deming, Juran, Crosby, Feigenbaum and Ishikawa, original
authors of TQM, have developed several theories, which have gained a lot of acceptance in
the world (Vuković, Pavletić & Ikonić, 2007). Their considerations ensure understanding the
philosophy and principles of TQM. TQM in its structure is a multi-conceptual discipline that
integrates the new concept of quality and modern management (Handzić, 2005). The other
concept that many authors claim important for organizational performance is organizational
learning. The idea of an organization learning emerged just over two decades ago, and it is
considered as one of the modern concepts for managing an organization’s management issues
in terms of gaining and maintaining competitive advantage. The business environment
requires organizations to be innovative and unique and therefore becomes an important
learning process by which organizations are coming up with new knowledge and generate
valuable innovations. According to Gabelica (2018), the goal of introducing organizational
learning is an adaptation to the environment, a constant increase in the organizational
capacity for change, that is for learning, the development of the individual as well as
collective learning, and the use of learning outcomes to operate more efficiently and
effectively (Rupčić, 2002). A learning company creates competitive advantages by increasing
knowledge, i.e. intellectual capital. The concept of organizational learning is intended to
emphasize primarily the organization made up of people, not rules, norms and procedures
because the organization learns through its members. In every organization, learning takes
place simultaneously at multiple levels so that we distinguish between learning at the
individual, group and finally the organization as a whole. It is extremely important to
understand that learning is an ongoing process, not a one-time event that can happen
overnight. According to Zakuan (2010) adopting certain quality management practices can
help companies achieve a competitive advantage in both domestic and international markets.
Some of the greatest worldwide companies, such as IBM, General Motors, Motorola, Xerox,
have been benefited from the effective implementation of total quality management. Their
products are synonymous of quality and durability. High market shares brought them to
power in the market, resulting in high product prices. It is widely known that the products of
multinational companies are produced at the lowest costs, and these products are made from
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the latest technology. Therefore, many authors who studied the concept of TQM, advocate
the idea that this strategy should become a fundamental concept of any organization, and thus
the national economy, as well. This concept refers to the continuous improvement approach
that involves all actors in the organization, both managers and workers and partners. This
concept starts from the fact that any organization that wants to achieve sustainable success,
must do everything to meet the demands of customers/users and other stakeholders, namely:
owners, community, partners, and employees. Proponents of TQM claim that the introduction
of such practices into the enterprise leads, due to higher product quality, to customer
satisfaction. Also, due to the higher quality of the processes, these practices lead to fewer
mistakes, causing greater productivity, and leads to higher profitability due to the lower costs.
They claim that managers can implement TQM in any business, whether in manufacturing,
service companies, non-profits, or government organizations. According to Smith (2021),
"quality is considered the key to efficiency in both local and global markets. It is also an
essential element for the sustainability and continuity of organizations. By improving
performance, reducing defect rates, and optimizing resources, organizations can gain
customer satisfaction, increase their competitiveness, and ultimately improve their
profitability. As Brown (2021) notes, "In today's modern age, it has become increasingly
important for organizations of all sizes and ages to implement total quality management
(TQM). Even start-up companies are embracing this approach to survive and thrive in the
business market. The goal is to maximize the use of limited resources and achieve the highest
levels of productivity and customer satisfaction, leading to improved financial performance
(Hammood and Dammak, 2023). According to Johnson (2021), "TQM is no longer a luxury,
but a necessity for organizations to succeed in today's competitive market. By implementing
TQM principles, organizations can improve their performance, enhance their reputation, and
increase their profitability. This is achieved by focusing on customer satisfaction, optimizing
resources, and reducing defect rates. The purpose of this study is to examine the impact of
implementing TQM on the performance of start-ups in the information technology industry.
As Nguyen and Nguyen (2021) note, "developing the quality level of their products or
services is essential for start-ups to attract as many customers as possible and enhance their
competitiveness in the markets." Many studies have recommended that start-ups adopt TQM
to positively impact organizational performance and achieve effectiveness, efficiency, and
continuous improvement in their operations (Kuncoro and Utami et al., 2021; Klute-Wenig et
al., 2020).Furthermore, as AlDhaafri (2020) suggests, "TQM has become an effective
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managerial approach for organizations, especially start-ups, to overcome the challenges they
face and ensure their continuity, as it integrates with all administrative, production, and
marketing systems in the organization." Therefore, adopting TQM is not only necessary to
improve and develop the internal and external performance of organizations but also to
ultimately achieve customer satisfaction.
There is a shift in the company structure, culture, people, leadership, and business process
which has ultimately impacted the organizational performance. The focus of this thesis was to
assess the impact that changes in culture and human capital development has on
organizational performance. The results and recommendations will be useful to the
management and staff since they will be able to understand how effective the change has
been in terms of company performance. This thesis was also inspired by the author’s
supervisor at the organization. The supervisor and part of the management team have always
aired some concerns on how some of the change aspects are impacting the day-today
operations of the staff. Historically, no research has been done on any change that has
happened in the organization since its inception. With the right support from the organization
and the collaboration with the staff to assess this, the author then sought to put the right
energy into action and work on the research.
1.0.2 CONCEPTUAL BACKGROUND
The research focuses, as key variables on the quality of management techniques which is a
branch that has a great influence on the performance of an enterprise and these are now defined
from different sources. Furthermore, working definitions of the same variables have been coined
to incorporate all aspects of the definitions for the purpose of this research.
1.0.3 CONTEXTUAL BACKGROUND
The quality of management appraisal techniques have a vital role in the efficiency and
profitability of in all economies in general and Cameroon in particular. This research work
will be looking at the effects of the quality of management appraisal techniques and how it
affects the performance of an enterprise. The quality management appraisal are used in this
institution where we carried out an internship activities and has proven to be quite helpful in
the process of management analysis and generally, the profitability has been favourable.
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1.1 PROBLEM STATEMENT
The main focus within quality management systems research has been on how organizations
can implement a QMS, to the best abilities, and what results they can expect. However we
believe that there is a gap regarding the problems and barriers inherent with an
implementation of a QMS and specifically how organizations can prepare themselves for
them. Few researchers have studied the problems and barriers in implementing a QMS, prior
to the implementation, and only focused on the identifying the problems after the
organizations had started working with a QMS. According to these studies, problems are
likely to occur when implementing a QMS, however the magnitude and impact of these
seems to differ depending on the specific capabilities and circumstances of the company.
Although the problems are specific to each company we see that there is a common problem
among the companies which is acting proactively. If companies can plan and evaluate
themselves prior to the implementation of a QMS we believe that it is possible to anticipate
and avoid problems/barriers that are likely to occur.
Consequently, companies cannot learn much from these practical examples as the researchers
do not go any further and examine the specific and common problems and how to deal with
them. If companies were able to evaluate practical studies that focus on how 6 problems and
barriers associated with the implementation process of a QMS can be avoided or dealt with,
they are more likely to prepare for them and in the end overcome them. Of course, one
cannot foresee everything that may go wrong in an implementation process but it is possible
to evaluate which ones that is most likely to have a negative impact on the implementation
process. As an example, if the employees have been resistant to change in the past we can
assume that the upcoming changes may not be perceived very positively either. Also, if there
is a lack of leadership in change processes we can expect that leaders may not lead as well as
they should and would need more training or information. Finally, if the communication and
collaboration between employees and managers, or between departments, are not working
properly, we can expect it to be a problem when implementing a QMS. These are examples
of situations, which may have been an issue in an organization’s past, and if the issues seem
to be apparent today, we could highlight the importance of handling these issues prior to a
QMS implementation.
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We believe that prior to the implementation of a QMS, an organization needs to assess how
capable it is to meet its requirements and successfully adopt it. In other words, an
organization should carefully plan for the implementation process prior to the actual
implementation of the QMS. By early identifying and establishing a plan of action of how to
overcome problems/barriers when implementing a QMS, organizations can better allocate
time, money, and resources prior to the implementation process. Organizations can also set
up proper documentation, procedures, guidelines and manuals for the everyday quality work
and thus consistently improve themselves and their business operations. If organizations do
not consider the problems likely to occur when implementing a QMS and how to deal with
them at an early stage, they may face high costs in tracing the problems and ultimately fixing
them.
By looking at the internal factors of the organization, that is, the hierarchy, the culture, the
managers and employees, the decision-making, the processes and procedures, and the
communication will enable us to determine how organizations can identify and overcome the
obstacles and barriers related to the implementation process. The external factors of the
organization, such as the macro-environment and its social, political, economical, and
environmental forces are merely possible causes to the choice of implementing a QMS and
not significant influences of the implementation process (Lewis, 2011). The changes implied
in adopting a QMS will first and foremost affect the internal environment of an organization,
which is why we will focus on analyzing the internal factors and how organizations can
prepare themselves to overcome or avoid barriers when implementing a QMS.
As one of the key elements of a company's success, the selection of appropriate and qualified
skills must be a focal point for companies in Cameroon. Thus, this research assesses the
effects quality management on the performance of an enterprise, with particular reference to
all companies in Cameroon, using LABEL COMPANY YAOUNDE in other to attain their
goals and objectives.
1.2 OBJECTIVES OF THE STUDY
Our objectives are divided into main and specific objectives.
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1.2.1 Main research objective
To bring the effect of quality management on the performance of LABEL Co LTD company and
propose some solutions to ameliorate.
1.2.2 Specific objectives
i. To propose some solutions that will help in the amelioration of the organization performance
of LABEL Co LTD Company.
ii. To find out if inventory management has an effectbon the performance of LABEL.
1.3 RESEARCH QUESTIONS
The research question here are divided in to two, the general research question and the
specific research question are;
1.3.1 General research question
What are the effect of quality management implementation on the performance of

manufacturing companies in Cameroon?
1.3.2 Specific research questions
The research questions of the study are to:
i. Which factor of quality management are found to be critical for the successful
organizational performance of manufacturing companies in Cameroon?
ii. What are the challenges involve in implementing the quality management practices by
manufacturing firms in Cameroon?
iii. What measure or frameworks can be put in place to improve quality management
implementation in the manufacturing sector?
1.4 SCOPE AND LIMITATIONS OF THE STUDY
The research covers only one organization that is LABEL Co LTD Company. The researcher
chooses this company because it is the small one, having much experience in this sector due
to good number of years in operation since it was established.
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1.5 OPERATIONAL DEFINITIONS
a) QUALITY
Quality is a product is said to be of good quality if it satisfies the customer requirements in

terms of performance, grade, durability, appearance and intended use/purpose, etc
quality means “Performance upon expectations” and “fit for functions.”
b) QUALITY MANAGEMENT
The quality management is define as the method of managing quality in a company to ensure
that products conform to the set quality level. A company is free to set the quality standard or
level for its products on the basis of marketing considerations and customer requirements.
Quality management is about making organisations perform for their stakeholders – from
improving products, services, systems and processes, to making sure that the whole
organisation is fit and effective.
Managing quality means constantly pursuing excellence: making sure that what your
organisation does is fit for purpose, and not only stays that way, but keeps improving. There's
a lot more to managing quality than just manufacturing widgets without any defects or getting
trains to run on time – although those things are certainly part of the picture. What qualifies
as an acceptable level of quality for your organisation is ultimately a question for your
stakeholders. And by stakeholders, we mean anyone who has an interest in the success of
what your organisation does. Customers will be the most important group of stakeholders for
the majority of businesses, but investors, employees, suppliers and members of our wider
society are stakeholders too. Delivering an acceptable level of quality in your organisation
means knowing who your stakeholders are, understanding what their needs are and meeting
those needs (or even better, exceeding expectations), both now and in the future.
Why should organisations care about quality?
To survive and thrive. Managing quality effectively can enhance your organisation’s brand
and reputation, protect it against risks, increase its efficiency, boost its profits and position it
to keep on growing. All while making staff and customers happier. Quality is not just a box
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to be ticked or something you pay lip service to. Failures resulting from poor governance,
ineffective assurance and resistance to change can, and do, have dire consequences for
businesses, individuals and society as a whole. Volkswagen will be dealing with the fallout
from the 2015 emissions cheating scandal for years to come (it's still too early to know how
much it will cost them, but the amount will run to 10 figures at least).
Or the retailers Tesco, Iceland, Aldi and Lidl, whose reputations took a battering in 2013
when beef products were found to contain horsemeat. Many of these incidents could have
been avoided if the organisation had been managing the quality of its outputs more
effectively. But quality isn't just about disaster prevention – it's about achieving great results,
and seizing opportunities to get better and better. Quality isn’t just an issue for commercial
enterprises. Every organisation has stakeholders of one kind or another whose needs they
must strive to meet, which is what effective quality management is ultimately about.
c) Performance
Performance is the act of meeting all of the requirement stated in the contract for receiving
full payment. It have to do with doing something. Also, it is an execution of an action.
Performance according to managing, ia an ongoing process of communication between a
supervisor and an employee that occurs throughout the year, in support of accomplishing the
strategic objectives of the organisation.
d) Enterprise
An enterprise is a unit of economic organisation or activity. This consists of the production of

goods or services in exchange for commercial and financial benefits. Business enterprises
include all the companies one pays money to in exchange for goods or services. These could
include a local shop or a Netflix subscription.
1.6 Significance of the study
The study intended to reveal the influence of service quality on customer satisfaction on
enterprise performance. The researcher believe the study will be of much value in helping the
management and decision makers of the organization or company to know the implications of
identified influence on their strategies improvement of the firm. Also, it will help researchers
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to identify viable areas further research to be used as an additional research to researchers on

quality services and more specifically the study will enable the researcher to fulfil the
requirement for HND on logistics and transport management.
1.7 ORGANIZATION OF THE STUDY
The research was separated into three main sections. The first section being the preliminary
section and contains information on the researcher’s appreciation and work presentation to
help the readers understand the content of the work and ease access to the different areas of
interest. A clear view of the generality of the organization of the study is drafted below.
 Preliminaries:
This section of the study is designed to express the author’s appreciation towards those that
made reasonable contributions in order to accomplish this research work. It is also divided
into the certification page, the acknowledgement page, the appreciation page, the abstract,
table of contents, list of figures, list of tables and abbreviations.
 Chapter One:
Introductory Chapter: Introduces this research, with the background of the study, statement of
the problem, objectives, significance of the study, assumption, limitations of the study and
justification of the study.
 Chapter Two:
Literature Review: Reviews both theoretical and empirical literature to gather the view of
other authors on the effects of marketing strategies on the performance of an accounting firm.
The process is guided by the identified research objectives and sub questions.
 Chapter Three:
Research Methodology gives an analysis of the research method to indicate how the research
was carried out. The chapter looks at the research design, target population, sampling
method, sample size, methods of data collection, data analysis procedures and the data
collection procedures.
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 Chapter Four:
Analysis, Presentation and Discussion of Results: gives a detailed account of the findings of
the data collection exercise from field work and secondary sources.
 Chapter Five:
Research Findings, Conclusions and Recommendations: Summarises the results from the
previous chapter. Finally, the dissertation concludes with conclusions and recommendations
from research findings and their implication with suggestion for future research.
 Bibliography:
This section gives credit to the researchers whose contribution in the subject added more
flesh to the bones of this study. It groups the title of each article that was consulted to meet
the demands of the report. Also the author’s name and year of publication was also sited.
 The appendices
This section of the research presents the complementary documents that promoted the success
of this report.
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CHAPTER TWO
LITERATURE REVIEW
2.0 INTRODUCTION
Companies that are most likely to be successful in making change work to their advantage are
the ones that no longer view change as a discrete event to be managed but as a constant
opportunity to evolve the business (Naveed Saif, et al., 2013). According to Korir et al.
(2012), change management is the effective management of a business change in which
managers, leaders, and frontline employers work concretely to implement the needed
technology, process, or changes successfully. Companies must be able to successfully
manage the change to survive and remain competitive in today’s highly uncertain business
environment.
Different scholars and academicians have different reflections on change management.

However, there are two important issues that the scholars agree on. Firstly, change happens
by internal or external factors and comes in all forms, shapes, and sizes. Irrespective of the
agent of change or the magnitude, an organization has to be ready to face it and make the best
out of it. Secondly, the pace of change is great in the current business environment. This is
according to Balogun, Hope-Hailey (2004), Carnall (2003), Burner (2004), Moran Brighton
(2001), and Luecke (2003). Some of the key areas that should be looked into to properly
manage change management include leadership style, time, organizational development, and
two-way communication.
According to Terry, Carey, and Callan (2001), organizational change may create job
insecurity in individual self-esteem. The first step of adaptive change managers in dealing
with change should center on understanding its effect on individuals. Buono, Bowditch, and
Lewis (1985) noted that subjective impressions of individuals involved should be the primary
focus in studies of organizational culture and the changes that occur in business.
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According to UNDP (2006), several factors trigger a change in an organization and these
factors affect the organization either directly or indirectly. The factor can be internal or
external. Internal factors that may trigger a change to occur include business operations,
technology, internal policies and laws, expedited push for modernization, privatization of a
government institution, and board resolutions for change among others. The changes in the
case organization in this thesis are a result of internal triggers from the board and the 7
shareholders. Some of the external factors that influence the occurrence of changes in an
organization include a shift in demand for globalization from the external market, change in
government regulatory policies and laws, competition from other entities in the same
industry, political and social conditions, and occurrences of nature.
Dr. Olajide Olubayo Thomas (2014) researched change management and its effects on the
organizational performance of Nigerian telecommunication industries. Over the years, the
telecommunication industry has advanced in various forms, technology is the main change
aspect. Upon reaching out to about 300 staff members out of 1000 working in the
telecommunication industry, he noted that successful change management in technological
advancement is critical and may result in the long-term success of the organization as well as
the sustainability of strategy to manage change. He also noted that organizations should take
cognizance of the environmental factors surrounding them by regularly scanning their
environs to reduce the pressure and magnitude of change that they should undertake. To
avoid resistance to change, the employees of the organization should be trained on the change
process and the reasons for the change. The participative strategy also comes in handy,
especially for change managers.
Kamarck (2004) conducted a research that revealed that there is a positive relationship
between organizational changes and the objectives of the organization. He stressed the
significance of diligent planning to assure the achievement of the organizational objectives
while at the time ably achieving its competitive advantage. He noted that implementation of
change management requires synergism by all agents and members which should be in sync
with the objectives of an organization.
Dr. Revenio (2016) researched the impact of change and change management in achieving
corporate goals and objectives. The research was conducted from an organizational
perspective. The research specifically looked into the factors that impact change, the types of
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change and organizational change, and the concept and application of change management
with the aid of the different change models. The research further looked into how change
management can be effectively implemented and the benefits that change management can
contribute to the success of the organizations.
Several models are useful in the change process. Some of them include; McKinsey’s 7s
Model which comprises 7 S areas, Lewin’s Change Model, and Kotter’s 8-Step Model.
Lewin’s Change Model which can be traced back to 1951 focused on planned change that 8
relates to group decisions, implementation, and social change. The model has three phases;
unfreezing, moving (changing), and refreezing. Unfreezing is the business state whereby an
organization unleashes the current system and points out the call for change. The moving
process is moving from an old system to a new system. Refreezing is the institutionalization
of the changes. The changes are incorporated into an understandable objective for the
organization. The other two models are discussed further in the theoretical section of this
chapter. Dr. Revenio shared some of the effective ways of managing change to ensure its
success. It is important to identify the problem, envision the desired future position of the
organization, systematically implement change, effectively manage any resistance, and
manage the change process proactively to maximize the flexibility to adapt to the new way of
doing business. He concluded by saying that organizational change enables organizations to
come up with ways of implementing change management effectively using different change
models. Change management provides several benefits that an organization receives as long
as the changes are in sync with the goals and objectives of the organization.
2.1.1 COMMON TYPES OF CHANGE
Ackerman (1997) defined three types of change, that is developmental, transitional, and
transformational change. Developmental change is either planned for or unplanned for and
redresses existing aspects of an organization by revamping skills and processes. According to
Costello (2004), it is an improvement in the way of operations to do better. Some of the
activities that fall in this category of change include problem-solving, training of human
resources to improve their skills, improvement in the communication processes, and
improvement in customer feedback intake among others. In the simplest form, it is a change
that aims at improving the processes and levels in an entity. The transitional change aims at
achieving a known goal dissimilar to the existing one. It occurs when a decision is made to
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change what currently exists and implement something new. According to Citi UK (2021),
transitional change leads to a replacement of what already exists with something that is
regarded as new by the parties involved. In such an occurrence, people have to let go of the
old practices and embrace the new ways of operations put in place by the organization. The
outcome of this type of change is visualized by the managers of change way before the
implementation is done. Change occurrences that fall in this category are re-organizations of
corporate structure, simple acquisitions, the creation of new products 9 and services that
replace the existing ones, and technological changes that do away with the existing ones.
Transformational change on the other side refers to a stringent approach to change that
deviates from the assumptions made by the organization in terms of structure, culture,
processes, or strategies. It consists of radical and fundamental changes that may arise from
the change in organizational structure and culture following a vertical hierarchical structure to
an approach that needs an enormous amount of self-directing teams (Beer and Nohria, 2000).
This type of change is challenging compared to the other two and is always slow such that
some staff may not notice the changes. The outcome of this change cannot be visualized
clearly at the beginning of the change as most of its results are determined by the evolutions,
trial and error, new boundaries’ setting, and integration of new interactions. It mostly deals
with ambiguity and unfolding a tranche at a time. Examples of the changes under this
category are complex mergers and acquisitions, complex splits of a conglomerate of
companies, a shift from traditional business channels to virtually and electronically mediated
business channels, and radical corporate rebranding. The case organization is undergoing this
form of change. There has been a split in the initial conglomerate of companies and a change
in the structure of the now independent entities. The way of doing things has changed with
the focus being more on centralization of reporting and management irrespective of the
country of operation.
These types of changes happen in different forms, that is, the source of the trigger or the
reason why change has to happen be it transformational, transitional, or developmental. There
are four main forms of change, that is, radical, incremental, reactive, and proactive.
According to Nadler and Tushman (2000), radical change is a change that has an impact on
the entire system of the organization and meaningfully redefines what the organization is. It
changes the organization’s basic framework such as strategy, structure, people, processes,
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and values. Johnson, Scholes, and Whittington (2008) noted that radical change is a change
that is used to address nucleus problems such as after a period of instability or an unexpected
swift change in the business environment.
Incremental change is another form of change that refers to changes that happen continuously
in organizations. Changes in organization structure, technology, and human capital are all
large and significant changes, but they usually occur within the incremental change definition
and frame of reference of the organization. An incremental approach to 10 change is more
common and is commonly used to maximize short-term performance. The practicality behind
this form of change is that the business environment is constantly changing and incremental
change being a continuous process is the only way to secure the future of the organization
and consequently improve organizational performance. From these definitions, it can be said
that the case organization is undergoing an incremental form of change.
Reactive change is a change implemented in response to some external event and or serious
internal operational and managerial problems. According to Bennis and Thomas (2002),
reactive change is a change in the organizational policies which is implemented in response
to the occurrence of an event. This form of change is initiated due to the pressures of external
forces. It is made in response to a situation and is unplanned. The decision-makers make
changes to deal with the problem swiftly and routinely since they do not have the luxury of
time to analyze the situation and prepare a well-articulated response plan. Environmental
events, business threats and notices, and opportunities are responded to immediately.
Proactive change is a change that happens when the company is not experiencing any serious
problems but the firm anticipates the need for change to put the company in a better position.
Though this anticipatory approach to change is generally preferred, most companies tend to
take a reactive approach, usually as a consequence of the commonly held view that there is
no need for change if current performance is satisfactory. Therefore, the majority of
organizations do not trigger this form of change.
2.2 ORGANIZATIONAL CULTURE
Silversweig and Allen (1976) defined organizational culture as a set of expected behaviors
that are generally supported within the group. It is an important determinant of climate and
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elements of a successive organization. It is an internal environment aspect that can lead to

organizational success or failure. Ul Mujeeb Ehtesham et al. (2011) noted that organizational
culture comprises a range of complex social phenomena which is multilayered and can be
divided into layers according to the phenomena’s observability and accessibility. According
to Mumford, Scott, Gaddis, and Strange, 2002, culture represents collective social
construction over which leaders have substantial control. A study done on 11 the
organizational culture of Greek banking institutions by Belias and Koustelios (2013) showed
that the dominant culture of the institutions was hierarchical while the employees preferred
the clan type.
Joseph and Kibera (2019) researched the organizational culture and performance focusing on
the microfinance institutions in Kenya. Their findings indicated that the culture of an
organization has a quantifiable influence on non-market performance. They added that the
market culture is inversely associated with the debt/equity ratio. To conclude, they noted that
culture has an influence on the financial dependence and sustainability of the firm and is a
major source of sustainable competitive advantage in the microfinance industry in Kenya.
Organizational culture and strategy implementation has a direct relationship. Peter (2016)
cited McKinsey’s 7s framework argument that effective organizational change is the
relationship between the 7s, that is, strategy, structure, systems, style, skills, staff, and shared
values. Notably, strategy implementation does not happen in space but in an organization.
The link between culture and organizational performance is evidenced in Hawthorne Studies.
The studies discovered the presence of an informal social system and shared beliefs amongst
the employees which is considered a culture though it was not referred to as culture during
the studies
The need for proper alignment between cultural norms and behaviors in strategy
implementation is unmeasurable. Fortado & Fadil (2014) noted that if they are not aligned
properly, it may become a stumbling block to the realization of the desired results. A
straightforward and tight culture provides a clear path on the “how we do things around here”
narrative. It yields a significant influence to conform to the norms accepted in the
organization. This in turn promotes a firm employee identification and a sense of belonging
to the firm with a commitment to an organization’s vision, performance objectives, and
strategies.
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Ehteshan, Tabir, and Shakil (2011) researched to determine the relationship between
organizational culture and performance practices, a case study of the University of Pakistan.
The results of this exploratory research indicated that involvement is highly correlated with
consistency and adaptability. All dimensions of organizational culture have a positive
significant relationship with performance management practices. They noted 12 that human
resource management practices affect organizational culture which in turn affects the firm’s
performance.
Boyce Gillespie et al (2015) did a study to know which comes first between organizational
culture and performance, a publication in the Journal of Organizational Behaviour. The study
was conducted over 6 years from 95 franchise automobile dealerships. They focused on
longitudinal “culture-performance” interactions to determine which of the two had causal
priority. The outcome of this study was that a positive culture boosts organizational
performance but organizational performance alone does not create a positive culture.
Rajgopal, Jillian Popadak, John Graham, and Campbell Harvey (2015) did research for over
13 months’ period on Executives’ opinions about culture performance. They surveyed almost
2,000 CEOs and CFOs around the globe. They also additionally interviewed executives at
nearly two dozen mostly large firms with average sales of $50 billion. Executives
overwhelmingly indicate that an effective corporate culture is essential for a company to
thrive in the modern business world. More than 90 percent of executives said culture was
important at their firms, and 78 percent said culture is among the top five things that make
their company valuable. More than 50 percent of executives said corporate culture influences
productivity, creativity, profitability, firm value, and growth rates. Only 15 percent said their
own corporate culture was exactly where it needed to be while 92 percent said they believed
improving their firm’s corporate culture would improve the value of the company. This
means that organizations are yet to be where they want to be in regards to corporate culture
hence change is inevitable to wheel the organizations to the right direction and position. The
researchers claim the study provides systematic evidence that companies with effective
corporate cultures are less likely to be associated with unethical behavior, short-termism, or
using real earnings management to pad quarterly earnings.
The assessment of organizational culture is essential as it affects employees’ job satisfaction,

performance, and organizational change. Cabrera, Cabrera, and Barajas (2001) noted that the
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assessment of the organizational culture may help in establishing the changes either structural
or technological. Through assessment, managers can detect the mismatches between the
present organizational culture and the culture they desire to establish.
2.3 HUMAN CAPITAL DEVELOPMENT
According to Rajabifard and Williamson (2014), human capital development is the

development of skills, knowledge, and attitudes in individuals and groups of people relevant
to the design, management, maintenance, and development of operational and institutional
infrastructures and processes that are meaningful. An organization is as good as its people. A
report by McKinsey & Company (2022) titled ‘Human capital at work: The value of
experience’ noted that the most important resource in any economy or organization is its
human capital. The collective knowledge, attributes, skills, experience, and health of the
workforce are very essential. To maintain a competitive advantage in today’s ever-changing
business environment, understanding the value of human capital is essential. The capacity of
the human capital needs to be continuously developed for the business to thrive.
According to Andrews & Boyne (2010), the greatest asset of an organization is human
resources. Organizations spend material resources on empowering their human resources and
bettering their skills. This is done to achieve organizational objectives as these objectives can
only be propelled and attained by having the human resources put their efforts and skills to
work. Yamoah (2014) noted that human resource development is related to education,
training, and motivation. By making sure that the human resources are rightfully skilled, an
organization can acquire a significant competitive advantage and face market turbulence with
confidence. This also means that innovations will be continuous in the organization hence
business sustainability.
Crook, T. R. et al (2011) did a meta-analysis of 66 research assignments that investigated the

relationship between human capital and firm performance. They investigated three
moderators suggested by the resource-based theory. They noted that theory on both micro and
macro levels predicts that investment in human capital generates better organizational
performance. However, the development of human capital takes up resources such as time
and funds to develop and acquire which ultimately offsets its positive benefits. This theory
should not stop organizations from investing in their human capital development. This
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research team found that human capital relates strongly to performance, especially when the
human capital in question is not readily tradable in labor markets and when researchers use
operational performance measures that are not subject to profit appropriation. Their 14
findings suggest that managers should invest in programs that increase and retain firmspecific
human capital.
Marimuthu et al (2009) researched the impact of human capital development on firm

performance, evidenced by developmental economics. They noted that developed and
developing countries put emphasis on more human capital development towards accelerating
economic growth by devoting necessary time and effort. If firms are to play in an
international arena, human capital development is inevitably a fundamental solution that
should be focused on. The study explored the literature in place on human capital and its
impact on the organization’s performance. Their findings indicate that there is very
significant strong evidence that shows that human capital development in organizations
promotes innovativeness and greater firm performance. The majority of the studies
substantiate that the financial performance of an organization is positively impacted by the
consideration of human capital. This research concluded that understanding firm performance
about human capital should not only be regarded as an avenue to increment profits. The
organization should focus on transforming the entire workforce as “valuable assets” to pave
an avenue for greater accomplishments through innovation and creativity. Organizations
should therefore have effective plans for investing in various aspects of human capital. This
not only directs firms to attain greater performance but also ensures that firms remain at a
competitive position in their market hence long-term survival.
2.4 ORGANIZATIONAL PERFORMANCE
Gabriel Onuche (2021) defined organizational performance as a multi-dimensional construct

whose measurement varies depending on several factors. It is an important aspect for every
organization whether it is a profit-making or a non-profit-making entity. It is the extent to
which an organization as a social system with the resources and means at its disposal fulfills
its objectives without incapacitating its means and resources and without placing undue strain
upon its members.
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Ndahiro, Shukla, and Oduor (2015) noted that organizational performance is positively
impacted by the presence of change management practices, change management tends to
create a significant contribution to organizational competencies, and in turn, becomes a great
advance for further enhancing innovativeness. Performance may be measured using 15
different matrices such as revenue, profitability, customer count, staff counts, market segment
occupancy, and even sales volume. Irrespective of the matrix being used, several factors
influence the level of performance.
2.5 MODELS AND THEORY RELATING TO THE CONCEPTS
2.5.1 KOTTER’S MODEL
John Paul Kotter (1995) published the book ’Leading Change’ which details eight strategies
that would result in successful change. The book talks about a leader who is focused on
success. Such a leader deploys a sense of exigency by creating ephemeral goals in response to
the changing culture. He noted that failure in business is catalyzed by a lack of skills in
individuals in certain fields which makes it difficult to gauge when change is required, the
timing of the change, and the necessary steps to lay in the process of change. This model
explains that the change process goes through a set of phases and each phase lasts for a
certain amount of time. Mistakes in any phase may impact the success of the change. This
model will be useful as it captures the essentials of change management in an organization.
2.5.2 MCKINSEY 7S MODEL
The McKinsey 7S model is a framework that was invented by Tom Peters and Robert
Waterman in the earlier years of 1980. The model has been used to study and examine the
internal changes within an organization. The model comprises structure, strategy, systems,
skills, style, staff, and shared values. For a company to operate effectively, there has to be a
mutual understanding and interconnection between the 7 constituents. This model applies to
all types of changes in an organization. The model considers structure, strategy, and systems
as ’hard S’ while skills, style, staff, and shared values as ’soft S’. From looking into the
structure, strategy, and systems of the organization to the skills, style, staff, and shared
values, the model serves right for this research as it encompasses the matrices being looked
at.
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2.5.3 HUMAN CAPITAL THEORY
Schultz (1993) noted that this theory is rooted in macroeconomic development theory.
Classical book by Gary Becker (1993), Human Capital: A Theoretical and Empirical
Analysis illustrates this domain well. There are different kinds of capital such as schooling,
computer training, medical schemes, and flexible work schedules among others. Spending on
these items is considered an investment in human capital in an organization. This investment
has valuable returns that can be calculated. Other aspects that can be considered as part of
human capital development include; instilling the virtues of punctuality, honesty, and
transparency in the workplace, and even avenues for sharing ideas and feedback and putting
them into consideration while on the decision-making table. The most valuable of all capital
is investment in humans. There is a difference between firm-specific humans from general-
purpose humans.
Relationship 1 represents the concept of production functions as applied to education and

training, 2 represents the human capital relationship between learning and increased
productivity and 3 represents the human capital relationship between increased productivity
and increased wages and business earnings. This continuum is assessed using a return on
investment analysis or cost-benefit analysis. The theory is a significant agent 17 for boosting
firm performance. One of the elements looked into in this research is human capital
development. The case organization is developing its human capital by engaging the
employees in various training with the focus of improving their skills and productivity.
Relationship 1 shown in the figure above captures what the organization has been doing. The
outcome of this continuous training is improved productivity of staff which will ultimately
lead to improved earnings as shown in relationship 3 in the figure above. This model is
relatable to a key variable in this research hence relevant as part of the theoretical literature.
This research will therefore borrow the insinuation of this theory for arguing that human
capital is indeed an element in firm performance.
2.5.4 FOURTEEN DEMING POINTS FOR QUALITY MANAGEMENT
Deming’s fourteen point of management
1. Create constancy of purpose for improvement of product and services
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2. Adopt the new philosophy

3. Cease dependence on mass inspection
4. End the practice of awarding business on price tag alone
5. Constantly and forever improve the system of production and services
6. Institute modern methods of training on the job
7. Institute modern methods of supervision and leadership
8. Drive out fear
9. Break down barrier between departments
10. Eliminate numerical goals for the work force
11. Eliminate work standard and numerical quotas
12. Remove barrier to pride workmanship
13. Institute a vigorous program of education and training for everyone
14. Create a stucture in top management that will push every day on the above 13 points
2.6 SUMMARY OF THEORY
In this chapter, I have presented the relevant concepts, models, and theories that support my
quest for research. In this sub-topic of summary of theory, I will summarize the relevant
concepts before looking into the data collection, and analysis method.
The case organization has been undergoing significant changes since 2008. The organization
was part of an initially large group of companies owned by the same people and sharing
resources in some departments such as administration, finance, and human resources. The
changes that happened recently were in 2019/2020 which resulted in a new strategic plan
being laid for the year 2021-2025. These recent changes are the basis of this research and
specifically focused on human capital development and organizational culture.
Change is inevitable, it is the only constant thing in existence both at an individual level and
also an organizational level. Amegalishe – Viglo, 2014, noted that organizations speedily
embrace change management strategies in anticipation of a positive change in their
performance which will subsequently lead to the achievement of organizational goals. It is
important to be clear on the reasons for the changes and constantly communicate with the
staff to avoid resistance. Communication also ensures that the team is at par in terms of
implementation and therefore less friction in the process. Research done by Wachira and
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Ayieni (2015) concluded that communication has a significant effect on the performance of
the Teachers Service Commission in Kenya. Dr. Olajide Olubaye Thomas (2014) did a study
on change management and its effects on the organizational performance of Nigerian 18
Telecoms Industries in Nigeria. He concluded by noting that for successful change
implementation, employees should be properly trained on change programs and be educated
on the reasons for change. To avoid resistance to change, appropriate change strategies
should be put in place by change managers, the participative strategy is recommended for
change managers. This finding relates to what Wachira noted on the essence of
communication in change.
Change happens in different types and forms. It could be transformational, developmental, or

transitional. These three are the most types of change. Developmental looks into efficiency in
an existing practice. Transitional looks into switching to a new way of doing things.
Transformational change on the other side looks into changing the way things are being done.
It is a stringent approach to change that deviates from the assumptions made by the
organization in terms of structure, culture, processes, or strategies. According to Beer and
Nohria (2000), it consists of radical and fundamental changes that may arise from a change in
organizational structure and culture following a vertical hierarchical structure to an approach
that needs an enormous amount of self-directing teams.
These types of change happen in various forms. It could be radical, incremental, reactive, or
proactive. According to Nadler and Tushman (2000), radical change is a change that has an
impact on the entire system of the organization and meaningfully redefines what the
organization is. It changes the organization’s basic framework such as strategy, structure,
people, processes, and values. It mostly happens after an occurrence of instability in the
business environment. Incremental change refers to changes that happen continuously in
organizations. Changes in organization structure, technology, and human capital are all large
and significant changes, but they usually occur within the incremental change definition and
frame of reference of the organization. Reactive change is a change implemented in response
to some external event and or serious internal operational and managerial problems.
According to Bennis and Thomas (2002), reactive change is a change in the organizational
policies which is implemented in response to the occurrence of an event. Proactive change is
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a change that happens when the company is not experiencing any serious problems but the
firm anticipates the need for change to put the company in a better position.
Organizational culture is a set of expected behaviors that are generally supported within the
group (Silversweig and Allen, 1976). It is an important determinant of the climate and 19
elements of a successive organization. It is an internal environment aspect that can lead to
organizational success or failure. Human capital is the people working in an organization.
According to Rajabifard and Williamson (2014), human capital development is the
development of skills, knowledge, and attitude in individuals and groups of people relevant to
the design, management, maintenance, and development of operational and institutional
infrastructures and processes that are meaningful.
Kotter’s model developed by John Kotter focused on strategies that would lead to successful
change. He authored the book titled ’Leading Change’. He noted that failure in business is
catalyzed by a lack of skills in individuals in certain fields which makes it difficult to gauge
when change is required, the timing of the change, and the necessary steps to lay in the
process of change. The model also explains that the change process occurs in phases and
failure in one phase may affect the performance of the other phase.
McKinsey’s 7s model talks about the 7s that are essential in an organization. The s include
structure, systems, strategy, skills, style, staff, and shared values. The model considers
structure, strategy, and systems as ’hard S’ while skills, style, staff, and shared values as ’soft
S’. It served as relevant to the research as the components of the research are part of the 7s.
The skills, staff, shared values, and structure are what make human capital and organizational
culture which are the focus of the paper.
Human capital theory by Gary Becker explains that there are different kinds of capital such as
schooling, computer training, medical schemes, and flexible work schedules among others
that the organization should focus on. The most valuable of all capital is investment in
humans. The figure below shows the various relationships and returns expected from each
relationship.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.0 INTRODUCTION
This chapter dwells on the presentation of methods of data collection and analysis and forms
the blue print in conducting the research. It covered the research methodology, research
design, and population of study, data collection and process.
3.1 METHOD OF DATA COLLECTION
Data collection first of all is a methodological process of gathering and analysing specific
information to proffer solutions relevant to relevant questions and evacuate results. Data is
further collected to be further subjected to hypothesis testing which seeks to explain a
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phenomenon. The underlying need for data collection is to capture quality evidence that seeks
to answer all questions that have been posed. Through data collection, businesses or
management can deduce quality information that is a prerequisite for making informed
decisions. To improve the quality of information, it is expedient that data is collected so that
we can draw inference and make informed decisions on what is considered factual. The key
purpose for which data is collected is to put the researcher in a vantage position to make
predictions about future probabilities. In this study, the two principal data collection methods
which are the primary and the secondary data collection method were used. These methods
are clearly analysed bellow.
3.2 TECHNIQUES/TOOLS FOR DATA COLLECTION
For the purpose of this research, some techniques used for the collection of data were categorized into
primary methods and secondary methods. Data collection is a process involving the gathering and
analysis of specific information to proffer solutions relative to relevant questions and evaluate results.
Data is collected and subjected to hypothesis testing which seeks to explain a phenomenon. The
underlying need for data collection is to capture quality evidence that seeks to answer all questions that
have been posed. Through data collection, businesses or management can deduce quality information
that is a prerequisite for making informed decisions. To improve the quality of information, it is
expedient that data is collected so that we can draw inference and make informed decisions on what is
considered factual. The key purpose for which data is collected is to put the researcher in a vantage
position to make predictions about future probabilities. In this study, the two principal data collection
methods which are the primary and the secondary data collection method were used. These methods are
clearly analyzed below.
3.2.1 PRIMARY DATA COLLECTION
Here, the original data was collected from the field, that is, from the real physical source of
the case study. LABEL Co LTD, being the case study of this research served as one of the
major sources of primary data collection. As a result of the vital importance of this part of the
study, it’s deemed necessary to split it into two segments which include the qualitative and
the quantitative primary data collection method.
1- The Quantitative Primary Data Collection
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This research method of data collection does not involve the collection of data that involves
mathematical calculation but it’s based on non-quantifiable elements like feeling or emotion
of the researcher.
a) Questionnaire
Talking about the questionnaire as a qualitative method of data collection, it is first of all the
process of collecting data through an instrument consisting of a series of questions and
prompts to receive a response from individuals it is being administered. This could not be left
out as it helped in the advancement of the study. The questionnaire is a sheet made up of
multiple questions given to respondents for them to share their points of view individually as
regard a particular subject matter under investigation. The questionnaires formulated in this
study was divided into parts in which the first part was based on the personal identification
information such as sex, occupation, remunerations, longevity in service and others with the
exclusion of their names. The second part of the questionnaire used in this study now targets
the research objectives. The questionnaires did not only limit itself to the workers of LABEL
Co LTD but equally extended to its customers which helped to improve the quality of the
study.
2- Qualitative Primary Data Collection Method
a) Observation
This is a data collection method by which information on a phenomenon is gathered through

observation. The nature of the observation could be accomplished either as a complete
observer, an observer as a participant, a participant as an observer, or as a complete
participant. Observation involves the active acquisition of information from primary source.
In this method of data collection, passive observation greatly helped. A passive observation is
that which is done without the knowledge of the workers. You know, to determine if people
manage their businesses well can’t be simply known by asking to him or her because false
information that you may receive. That is why the direct observation in line with the passive
observation was the appropriate type to be used since it did not alter the environment of the
subject. The observation here didn’t only limit itself at the level of the internal structure but to
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the external too which was on how the firm interact with the clients of the enterprise and the
evolving competition that takes place in Cameroon today.
b) Interview
Primarily, data was collected through the summoning of interviews launched by the
researcher. These interviews launched was still both internal and external that is the personnel
and workers. The boundary was further extended to other microfinances that are competitors
to LABEL Co LTD.
At the end of the day, the required for the conducting of this method greatly helped in the
progression of the study because they didn’t have time to seat and be answering to questions
since everyone was focused on the working of their salaries if not, they will be penalized. So,
it’s only when customers come on the field that the opportunity for the interview was created.
3.2.2 SECONDARY SOURCES OF DATA
The secondary sources of data included documentaries, books and the internet. That is, it
consists of already made data that only needs to be copied. From the past reports about the
financial position of the enterprise and some other documents such as the financial portfolio
alongside the accounts’ sheet helped to evaluate the reasons why most companies in
Cameroon are going bankrupt. The secondary sources of data gotten are seen below
a) TEXTBOOKS AND CLASS NOTES
Information was collected from textbooks and class notes that was related to the subject
matter. More about the ROE and the ROA was gotten from the reader titled “Harmonize
Business
Accounting” by Batey Paul and Mose M. Nanje. This book was equally a source of
inspiration in the advancement of the study.
3
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b) INTERNET
The internet was the second vital source of my data collection, though past works on the
effects of marketing strategies on the performance of an accounting firm in Cameroon is
quietly limited, not to say absent. The internet didn’t only lead me on Google but equally on
other apps like WhatsApp which helped me to get in touch with my supervisors for
orientation when they are far from me. If not, that notwithstanding, it was really amazing
using it since as it was really important too in this study.
c) DOCUMENTARIES/REPORTS
A number of books and brochures in the organization’s library were equally read that
concerns LABEL Co LTD policy including the mission and vision of the organization. The
use of these facilities provided appropriate response to doubts and other confusions that was
to go a long way in the dalliance of the completion of the study but rather resulted in the
quest for the achievement of this report within the demanded time interval.
3.3 POPULATION
As what concern the population of this study, information’s were mostly obtain in the internal
milieu of the study since customers where rarely coming in the enterprise. Target population
as described by Borg and Crall (2009) is a universal set of study of all members of real or
hypothetical set of people, events or objects to which an investigator generalized the result.
The target population of this study was 15 respondents (the gerent, secretory, the employees
and professional interns ) of LABEL Co LTD.
3.4 SAMPLING TECHNIQUES/PROCEDURES
Generally, sampling techniques can be divided into two types; that is probability and
nonprobability or non-random sampling. Before choosing a specific type of sampling
technique, it is necessary to look at the broad sampling technique.
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9
Figure 3.1: Sampling methods in research methodology
SAMPLING
TECHNIQUES
NON RANDOM RANDOM

SAMPLING SAMPLING
Random sampling
Quota sampling Stratified sampling
Snowball sampling Cluster sampling
Judgment sampling Systematic sampling
Convenience sampling Multistage sampling
SOURCE: Hamed Taherdoost (2006)
The sampling technique here based on the above diagram used in the collection of relevant
data was the non-probability sample. This non-probability sample is just the general name
given to the type of sample actually employed which was the convenience sampling. The
convenience sampling is a type of sampling which involves choosing respondents at the
convenience of the researcher. This is a type of non-random sampling drawn from the part of
population which is close to hand and readily available. That is the convenience sample is
that type of sampling which focuses on the people the researcher can easily access.
Now, concerning the research, the data was collected in such a way which did not impose any
bias nature in the process. This data was gotten from some customers and non-customers of
LABEL Co LTD, these customers are not the privileged nor the super privileged but those
that were present and could be used as a population in the research. This is because some
customers did not want to cooperate due to their unavailability because of their duty. That
notwithstanding, the same procedure of data collection was equally applied on the employees
and employer of LABEL Co LTD. The approach used in the collection of was mostly direct
questioning when it concerns customers (both ex, present and non-customers) since they are
usually occupied and could not sit down to answer the questionnaires and when it comes to
4
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the personnel of LABEL Co LTD, it was mostly both questionnaires and direct questioning
that was being used. And this method of non-random sampling was employed due to the
readiness of the required population both internal and external.
This method and procedure were employed due to the fact that there was a shortage of time
and money. The simple fact that resources in conducting a random technic of sampling is
expensive and cut us short to limit ourselves at the level of the convenience sampling since it
is cheaper. And as indicated above, the technics and procedures had on target the public and
physical persons which are other accounting firms and the workers found there plus our
customers and our enterprise which must form the population for the topic to be fully
answered. The questionnaire used was divided into two as said above, the first section is the
introduction part to the respondent and the second part was designated to gather information
about the way of monitoring, and internal control techniques, guidelines and strategies
adopted by the accounting firm. The poll was intended to comprise 5 scale points, 5 for
affirmation of strongly agree, 4 for affirmation of agree, 3 for neutral, 2 for disagree and 1 for
strongly disagree with the idea. The data was obtained from LABEL Co LTD Company.
After detail evaluation of the responses from the respondents, the independent variable being
the effect of marketing strategies is seen to have affected the members of the company due to
indigents quality management used by the firm because they use old and only considers few
newly adopted strategies method to operate. They are not fully in hand with the daily changes
in technology or innovations. This methods of quality management used hold many
customers from being a partner of the company because the service provided is not fully
qualified and satisfied to some customers. That is way many firms (both small and medium
firm) prefaired to higher some other people to carry out the managerial responsibility some
may even do it by their self. This is because several company do not know the best way they
can bring up customers through the good quality management that they offer or can offer to
other firms. Though LABEL Ltd has a great influence in the business area of Yaounde
Cameroon, they still lake adequate managerial skills to overcome the competition that exist
between them and other firms in so as to attract customers with new adopted services.
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1
3.5 METHODS OF DATA ANALYSIS
Once all relevant observations/information/data is collected then qualitative/quantitative

analysis comes into play whereby SPSS software/multivariate analysis software may aid in
processing statistical results while textual transcription work can also help you understand
trends/further insight from participants/respondents feedback as analysed through word
clouds/topic modelling/narrative summarization. Data analysis was conducted using
descriptive statistics which quantitatively describes features of a data sample.
The questionnaire was in great use in this stage as nothing could have been done without it.
The simplest method that could be used to analyse the data was the descriptive statistics. The
Likert scale was equally a master piece in the proper arrangement of the questionnaire for an
easier collection of data and a proper analysis.
3.6.1 INTERSHIP ACTIVITIES
On the first day, the activities carried out consisted of general introduction of the intern to the
internship organisation and also the introduction of the employees of the organisation to the
intern. This permitted the intern to get acquainted with the internship organisation as well as
the employees of the institution. The intern was also given the internal rules and regulations
of the enterprise to read and get acquainted with the dos and don’ts of the institution. The
intern was also given the history of the enterprise and the document spelling out the
enterprise’s goals and objectives in which the intern was expected to read and get acquainted
with, and hence be able to work in line with the written objectives.
TABLE 3.1: TIMETABLE OF ACTIVITIES

PERIOD DEPARTMENT TASKS
First week Customer service The prime objectives of customer service is
to answer customer questions quickly and
effectively, resolve issues with empathy and
Second week
care, document pain points to share with
internal teams nurture relationships and
improve brand credibility.
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Third week The role of logistic features transportation

storage packaging cargo handling distribution
Logistic
processing and information processing
Fourth week department
Source: Researcher 2023
STRENGTH AND WEAKNESS
A SWOT analysis of LABEL Company
S - Strength
W – Weakness
O – Opportunities
T – Threats
During the research, a SWOT analysis was used on the organization. The aim of this was to
know the internal strength and weakness of the company and equally the external threats of
the company.
The Strength: LABEL company has a long-term presence on the ground and enjoy trust
which acts as a strength to them. They have local culture and political knowledge and
awareness of local economic conditions. With fewer operation cost, they can be innovative
and flexible.
The weakness: LABEL Company may have limited expertise, resources and good warehouse.
They can possibly miss some contract due to the nature of their warehouse. They have limited
space for storage of goods lack of warehouse equipment and limited technology.
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3
The opportunity: LABEL Company can make good partners in import and export programme
to bring in local communities. They can help shift the export focus away from commodities
even at the small producer level. They can also contribute their experience in integrating
health and education initiatives in development programs.
The threats: Threats are factors existing in the external environment that jeopardize the
profitability and reliability of the organization. Such threats are uncontrollable and prove to
be a risk to the stability and survival of LABEL company.
3.6.2 APPLICATION OF TOPIC TO INTERNSHIP
Identifying a suitable theme for research at LABEL Ltd was not an easy stone to role. It
required the identification of a pertinent problem being faced by many other companies in
Cameroon which either led to a close or a major impediment to the growth of companies in
Cameroon through competitive qualified management skill. After identification of one of
these problems, the researcher then embarked on investigation of the causes of the problem in
which most of the activities the researcher carried out were aimed at providing a reasonable
solution to the problem identified. Although the internship kicked off on the 01 st of AUGUST
2022, the application of the research topic became operational only after one month into the
internship process.
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CHAPTER FOUR
THE ORGANISATION/DATA PRESENTATION

AND ANALYSIS
4.0 INTRODUCTION
This chapter deals with the presentation of the data collection from the researcher and
analysis as well as the interpretation of results. The results have been presented in different in
both tables and figures showing frequencies and percentage of the responses.
4.1 DATA PRESENTATION (INTRODUCTION)
A total of 17 questions were distributed. From the data collected through the 17 questions, 14
were answered and 43 were not answered.
4.1.1 RESPONSE RATE
The number of questionnaires that were administered was 17. A total of 14 questionnaires
were properly filled and returned. This represented an overall successful response rate of 82%
as shown on Table 4.1. According to Mugenda (2003), and also Kothari (2004) a response
rate of above 50% is adequate for a descriptive study. Babbie (2004) also asserted that return
rates of above 50% are acceptable to analyze and publish, 60% is good and 70% is very good.
Based on these assertions from renowned scholars, 80% response rate is very good for the
study.
Table 4.1: Response rate

Response Frequency Percentage
Returned 14 82%
Unreturned 3 18%
TOTAL 20 100%
Source: Research data
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5
Figure 4.1 Respond rate
Responded Rate
18%
Returned
Unreturned
82%
Source: Research Data
4.1.2 DEMOGRAPHIC CHARACTERISTICS
This section consists of information that describes basic characteristics such as gender of the
respondent, level of education and years worked in their current position.
4.1.2.1 Gender of the Respondents
The respondents were asked to indicate their gender. Majority of the respondents were male
who represented 64% of the sample while 36% were women.
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6
Figure 4.2 Gender of the responds
Gender of the Responds
36% Male
Female
64%
Source: Research data
4.1.2.2 Age group
Table 4.2 Response rate

Range Frequency Percentage
20-30 2 66%
31-40 7 17%
41-50 3 17%
51 and above 2
TOTAL 14 100%
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Figure 4.3 Age group
Age Group
14% 14%
20-30
31-40
41-50
21% 51 above
50%
Source; Research data
4.2 EXPERTISE CAPACITY
This can be seen as follows;
4.2.1 Highest Level of Education
The respondents were asked to indicate their highest level of education. Results in figure 4.2
show that 21% of the respondents had their highest level of education being post graduate,
21% had bachelor first degree while 29% had high national diploma and 29% of the
respondents had secondary school qualification. In as far as the title of study is concerned, the
results imply that, the respondents were expected to understand the questionnaire and give
valid response since they had better understanding as guided by the their level of education
which in this case majority having university as the highest level of education.
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Figure 4.4 Highest level of education
Level of Education
21% Secondary
29%
2e trim.
3e trim.
4e trim.
21%
29%
4.2.2 Marital Status
Table 4.3 Marital Status

Option frequency Percentage
Single 4 29%
Married 7 50%
Divorced 00 00
Engaged 3 21%
Total 14 100%
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Figure 4.5 Marital Status
Marital status
21%
29% Single
Married
Divorced
Engaged
50%
Source; Research Data
4.2.3 Longevity at Service
Table 4.4 Longevity at service

Longevity frequency Percentage
1-5 years 5 35%
6-10 years 6 43%
10 years and above 3 22%
Total 14 100%
Figure 4.6 Longevity service

source; Research data
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Longevity at Service
22% 1-5 years

35% 6-10 years
10 years and above
43%
4.2.4 Responds on Experience in Quality Management
Table 4.5 Responds on Experience in Quality Management

Yes 11 79%
No 3 21%
Total 14 100%
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Figure 4.7 Experience in QM
Experience in QM
21%
Yes
No
79%
4.2.5 Responses on Customers satisfactions
Table 4.6 Responses on Customers satisfactions

Yes 6 43%
No 8 57%
Total 14 100%
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Figure 4.8 Customers Satisfaction
Customers Satisfaction
Yes
43% No
57%
4.2.6 Responses on Haven been a manager
Table 4.7 Responses on Haven been a manager

Yes 8 57%
No 6 43%
Total 14 100%
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Figure 4.9 Have been a manager
Have been a Manager
Yes
43% No
57%
4.2.7 Responses on quality Management Focus
Table 4.8 Responses on quality Management Focus

Customers 2 14%
Employees 2 14%
Both Customers and Employees 9 65%
Neutral 1 7%
Total 14 100%
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Figure 4.10 QM Focus
QM Focus
7% 14%
Customers
Employees
14% Both Customers and Employees
Neutral
65%
4.2.8 Responses on LABEL benefits from QMS
Table 4.9 Responses on LABEL benefits from QMS

Option Frequency Percentage
Yes 12 86%
No 00 00
Normal 2 14%
Total 14 100%
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Figure 4.11 LABEL benefit from QMS
LABEL benefit from QMS
14%
Yes
No
Normal
86%
4.2.9 Responses on the method of keeping customer satisfied
Table 4.10 Responses on the method of keeping customer satisfied

Quality Plan 2 14%
Quality assurance 2 14%
Quality control 1 7%
All the above 9 65%
Total 14 100%
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Figure 4.12 Method of keeping customers satisfied
Method of keeping customers satisfied
14%
Quality plan
Quality assurance
14% Quality Control
All the above
65% 7%
Source; Research Data
4.2.10 Responses on the measurement of success from QM
Table 4.11 Responses on the measurement of success from QM

Customers loyalty 3 21%
Performence 2 15%
Revenues 1 7%
All the above 8 57%
Total 14 100%
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Figure 4.13 Measurement of success from QM
Measurment of success from QM
23% Customers loyalty

Performence
Revenues
All the above
55%
15%
7%
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CHAPTER FIVE
SUMMARY, CONCLUSION, LIMITATIONS AND

RECOMMENDATIONS
5.0 INTRODUCTION
This chapter gives a discussion on the conclusion of the study and recommendations of the
research paper based on the findings. The primordial objective as far as the study was to
determine the relationship that exists between the effect of quality management and the
performance of an enterprise. The chapter is outlined into summary of the findings,
conclusions, recommendations, limitations of the study and suggestions for further research.
5.1 SUMMARY
The section is presenting the discussion of findings for each study research objective. It is
presented base on the specific research objective which were to know the effect of quality
planning on customers satisfactions and to know the effect of quality controle on customers
satisfaction.
Quality Planning
This study found that there is effective quality planning In LABEL Cameroon. This is
because most of their projects end in time and withine the budget, this certifies that there is a
planning stage for each project. This planning lead to good quality management which later
lead tongood quality management which later leads to customer satisfaction and loyalty,
which is the case of LABEL. We also found that quality management is not only benefit to
customers, but also to each and every one. LABEL has successful projects and loyal
customers since they have a quality plan that include the main objective, processes, roles and
responsibilities and applied standard. All these leads to customer satisfaction and bring and
bring us to our main study on the impact of quality management on customers satisfaction.
From quality planning, quality management in LABEL has a positive impact on customers
satisfaction.
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Quality Control
This study found that there is effect quality in LABEL Cameroon. This is because LABEL
successfully satisfy their customer by taking strategic decisions. Quality control is also a
strategy ecision. They regularly control those variables encountered during decision making,
project and service rendered. This positively affect the excellence of the final product which
lead to customers satisfaction. This study finding agree with Alfrot and Beaty who said that “
quality control is the technique by means of which products of uniform acceptable quality are
manufactured”. Quality leads to customers satisfaction.
5.2 CONCLUSION
Quality management is practiced by many business organisations around the world. It is a

prouven method for implementing a quality conscious culture across all the vertical and
horizontal layers of the company. The quality management methods and component in this
study is applicable in practice. A good or effective quality management leads to customers
satisfaction which later implies customer loyalty hence, high revenue. From the analysis of
this study, we can see that quality management has a positive impact on the customers
satisfaction.
5.3 RECOMMENDATION
In this work, some recommendations have been made to increase the benefits and importance
of quality management in order to acquire more revenues through customers loyalty.
 Put a company culture that emphasize quality improvement.

 Develop a detailed quality inspection program.
 Invers in training programs.
 Remove procedures and focus on process.
 Maintain communication.
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APPENDIX I: LETTER OF INTRODUCTION OF QUESTIONNAIRE
RESEARCH QUESTIONNAIRE
Dear Respondent;
I am a higher national diploma student of Accountancy at the University institute of the

tropics (UIT) ISTAG. I am carrying out a study on “THE EFFECTS OF QUALITY
MANAGEMENT ON THE PERFORMANCE OF AN ENTERPRISE” in partial fulfilment
of the requirements for the award of HND in LOGISTIC AND TRANSPORT, at THE
UNIVERSITY OF SIANTOU. It would be of great value if you could share your wealth of
knowledge by completing the attached questionnaire. Your answers will be handled with
highest anonymity and confidentiality.
Please kindly fill and return this questionnaire to me.
Yours sincerely,
CHIA MENGWI DAICY.
Student at SIANTOU
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APPENDIX II: QUESTIONAIRES
SECTION ONE: Demography Data
1. Gender
a) Male
b) Female
2. Age
a) 20-30years
b) 31-40 years
c) 41-50 years
d) 50 and above
Section B: Experience capacity
3. Highest level of education
a) Secondary school certificate level
b) High National diploma
c) Bachelor First Degree
d) Master degree
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5
4. Marital status
a) Single
b) Married
c) Divorce
d) Engaged
5- Longevity at service
a) 1-5 years
b) 6-10 yeras
c) 10 years and above
5- Experience in QM
a) Yes
b) No
6- Customer satisfaction
a) Yes
b) No
7- Haven been a manager
a) Yes
b) No
8- QM focus
a) Customers
b) Employees
c) Both customers and employees
d) Neutral
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6
9- LABEL benefits from QMS
a) Yes
b) No
c) Normal
10- Method of keeping customers satisfied
a) Quality plan
b) Quality assurance
c) Quality control
d) All the above
11- Measurement of success from QM
a) Customers Loyalty
b) Performance
c) Revenues
d) ALL the above
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ORGANIGRAM OF LABEL
Figure 15. Organogram of LABEL

DIRECTEUR GENERAL
DIRECTEUR GENERAL ADJOINT CHEF DE CABINET
DIRECTION DIRECTION DIRECTION

DIRECTION DIRECTION DU
COMMERCIAL DIRECTION DU DES DE LA
DES SYSTEM
SERVICES COMPTABILI
RESOURCE ET DU DEPARTEMENT D’INFORMATIQUE
LOGISTIQUE FINANCIER TE ET
HUMAINES MARKETING
FINANCE
SOUS-
AGENTS CHEF DE BUREAU
DIRECTION
CHEF DE SERVICE
DES CHEF DE
CELLULES
6
8

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THE EFFECTS OF QUALITY MANAGEMENT ON THE PERFORMANCE OF AN

ENTERPRISE: CASE STUDY LABEL COMPANY YAOUNDE

MEMBER OF JURY ONE

MEMBER OF JURY TWO

Furthermore, I wish to express my sincere thanks to the entire SIANTOU UNIVERSITY

In addition, my appreciation goes to my lovely mother Mum MICHAEL WANKI and to my

2.5.1 KOTTER’S MODEL............................................................................................................30

Figure 3.1: Sampling methods in research methodology.....................................................................39

TABLE 3.1: TIMETABLE OF ACTIVITIES.....................................................................................41

1.0.1 HISTORICAL BACKGROUND

1.0.2 CONCEPTUAL BACKGROUND

1.0.3 CONTEXTUAL BACKGROUND

1.1 PROBLEM STATEMENT

1.2 OBJECTIVES OF THE STUDY

Our objectives are divided into main and specific objectives.

1.2.1 Main research objective

1.2.2 Specific objectives

1.3 RESEARCH QUESTIONS

1.3.1 General research question

What are the effect of quality management implementation on the performance of

1.3.2 Specific research questions

The research questions of the study are to:

1.4 SCOPE AND LIMITATIONS OF THE STUDY

1.5 OPERATIONAL DEFINITIONS

Quality is a product is said to be of good quality if it satisfies the customer requirements in

Why should organisations care about quality?

An enterprise is a unit of economic organisation or activity. This consists of the production of

1.6 Significance of the study

to identify viable areas further research to be used as an additional research to researchers on

1.7 ORGANIZATION OF THE STUDY

Different scholars and academicians have different reflections on change management.

2.1.1 COMMON TYPES OF CHANGE

2.2 ORGANIZATIONAL CULTURE

elements of a successive organization. It is an internal environment aspect that can lead to

The assessment of organizational culture is essential as it affects employees’ job satisfaction,

2.3 HUMAN CAPITAL DEVELOPMENT

According to Rajabifard and Williamson (2014), human capital development is the

Crook, T. R. et al (2011) did a meta-analysis of 66 research assignments that investigated the

Marimuthu et al (2009) researched the impact of human capital development on firm

2.4 ORGANIZATIONAL PERFORMANCE

Gabriel Onuche (2021) defined organizational performance as a multi-dimensional construct

2.5 MODELS AND THEORY RELATING TO THE CONCEPTS

2.5.1 KOTTER’S MODEL

2.5.2 MCKINSEY 7S MODEL

2.5.3 HUMAN CAPITAL THEORY

Relationship 1 represents the concept of production functions as applied to education and

2.5.4 FOURTEEN DEMING POINTS FOR QUALITY MANAGEMENT

Deming’s fourteen point of management

1. Create constancy of purpose for improvement of product and services

2. Adopt the new philosophy

2.6 SUMMARY OF THEORY

Change happens in different types and forms. It could be transformational, developmental, or

3.1 METHOD OF DATA COLLECTION

3.2 TECHNIQUES/TOOLS FOR DATA COLLECTION

3.2.1 PRIMARY DATA COLLECTION

1- The Quantitative Primary Data Collection

2- Qualitative Primary Data Collection Method

This is a data collection method by which information on a phenomenon is gathered through

3.2.2 SECONDARY SOURCES OF DATA

a) TEXTBOOKS AND CLASS NOTES

3.4 SAMPLING TECHNIQUES/PROCEDURES

Figure 3.1: Sampling methods in research methodology

NON RANDOM RANDOM