Effect of total quality management practices on the performance of coffee co-operative societies in Kiambu County

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dc.contributor.authorMaina, Mary
dc.date.accessioned2023-05-24T07:50:42Z
dc.date.available2023-05-24T07:50:42Z
dc.date.issued2022
dc.descriptionA Research project submitted in partial fulfillment of the requirements for the Degree of Master of Business Administration at Strathmore Business School
dc.description.abstractWithin the last three decades, coffee production and exports in Kenya have declined substantially, especially in the smallholder co-operative sub-sector, and which accounts for over 60% of Kenya’s total coffee production. This has resulted in poor performance within coffee co-operatives in the country. Despite the various studies showing a positive relationship between TQM adoption and organizational performance, there was limited documentation on how various quality management practices influence the organizational performance of Kenyan coffee co-operative Societies at the local level. This study is on how total quality management practices (leadership management, quality focus and process management) affect the performance of coffee co-operatives in Kiambu County. The study was anchored on the Deming theory of quality management and the contingency theory. The research used a descriptive cross-sectional design in determining the relationship between the variables. The population of the survey was the 23 registered coffee co-operatives with the chairperson and operations manager considered in the study. The sample for this study was 46 officials with a census survey being adopted. The study adopted a structured questionnaire in the collection of study data with a drop and pick method as well as Google forms being used in data collection process. The study questionnaire was pretested among 10% of the participants of the study. The collected data was analyzed using quantitative techniques with charts and tables applied in the data presentation. The survey was able to obtain 91% which was adequate for this research. Findings revealed that majority of them 88% have operated within the county for more than 12 years, 5% had operated for 8-11 years with only 7% operating for 4-7 years. The correlation tests revealed that leadership management, quality focus and process management had a positive effect on the performance of the coffee co-operatives. Regression tests established that total quality management practices do predict 66.8% of the changes in the organizational performance of the coffee cooperatives operating in Kiambu County. The supported the conclusion that leadership management and process management have a significant positive effect on the performance of coffee cooperatives. The analysis led to the conclusion that quality focus does not have a significant influence on the performance of coffee cooperatives. The study recommends the management of coffee co-operative societies a TQM implementation division whose primary duty would be to streamline the process of TQM practices within the organizations. The research recommends that co-operatives should improve investments in new modern technologies that will help farmers in improving their coffee productivity. The study recommends the institutions should constantly review their production process to ensure they are able to maintain their quality standards.
dc.identifier.urihttp://hdl.handle.net/11071/13200
dc.language.isoen
dc.publisherStrathmore University
dc.titleEffect of total quality management practices on the performance of coffee co-operative societies in Kiambu County
dc.typeThesis
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