Examining the balanced scorecard approach to measuring performance of Five Star Hotels in Nairobi, Kenya.

dc.contributor.authorGesage, , M. B.
dc.contributor.authorKuira, J.
dc.date.accessioned2023-03-10T06:19:34Z
dc.date.available2023-03-10T06:19:34Z
dc.date.issued2014-12
dc.descriptionscorecard approach to measuring performance of five star hotelsen_US
dc.description.abstractTraditional models for determining the performance and effectiveness of employees rely heavily on financial accounting indicators. This study sought to measure the performance of five star hotels in Nairobi County using the balanced scorecard approach. The findings of the study revealed that 36% of the respondents used a balanced scorecard as a method of measuring performance. The use of a balanced scorecard for measuring performance resulted in improved quality of guest profiles for 73% of the managers in five star hotels in Nairobi County whereas 67% of the managers experienced an increase in training hours per employee.en_US
dc.identifier.citationAfrican Journal of tourism, Hospitality and Leisure studies. Issue 1 vol. 1en_US
dc.identifier.issn9786054483228
dc.identifier.urihttps://karuspace.karu.ac.ke/handle/20.500.12092/2810
dc.language.isoenen_US
dc.subjectAfricaen_US
dc.subjectACP Countriesen_US
dc.subjectAnglophone Africaen_US
dc.subjectCommonwealth of Nationsen_US
dc.subjectEast Africaen_US
dc.subjectAfrica South of Saharaen_US
dc.subjectlower-middle income countriesen_US
dc.subjectmedium Human Development Index countriesen_US
dc.titleExamining the balanced scorecard approach to measuring performance of Five Star Hotels in Nairobi, Kenya.en_US
dc.typeArticleen_US

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