Managerial roles and choice of performance measures in the Kenyan five-star hotels using a cross-sectional correlational design

Abstract

Performance management was traditionally defined as the process of financial control, in which the mission and strategy are translated into budgets, and subsequently results are compared with budgets in Kenya. Despite the progress taking place with regard to the design of more effective performance measurement systems, little is known about the linkage between managerial roles and performance dimension measures, yet this provides the best opportunity for organizations to improve their performance measurement systems. A cross-sectional correlational study of 160 managers in six five-star hotels in Nairobi and Mombasa, Kenya found the relationships between managerial roles and choice of performance measures. Hospitality organizations that want to implement effective performance management systems should use managerial roles to influence managers’ choice of performance measures.

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