Quality Management Practices And Performance Of Kenya Commercial Bank Limited, Kenya

ABSTRACT

The banking sector has consistently been characterized by persistent operational inefficiency and poor financial performance. In order to address the problems of underperformance these organizations are fast adopting TQM in order to make them effective in meeting public demands. Total Quality Management is the most currently used means of management that aim at enhancing financial performance of organizations by meeting its customer needs and quality of the products. The study mainly seeks to find out the major influence that concept of total quality has on the management of Kenyan commercial bank. The study sought to establish the effect of quality management practices and performance of Commercial banks in Kenya, A case of Kenya Commercial Bank. The objectives of the study were to establish effect of employee involvement, technology adoption, continual improvement and customer focus on performance of commercial banks in Kenya. The study was based on Knowledge based theory, Deming‟s theory of Total quality management and systems approach theory. The study used descriptive research design and a population of 104 respondents drawn from top and middle level management were considered. A sample of 40% was taken generating 42 respondents. Both structured and unstructured questionnaires with closed and open-ended questions were used intensively to gather relevant data that was used in this study. Different questions were used to give the respondents a wide variety and allow room for respondents to answer the objectives in question as exhaustively as it is established. Quantitative data collected was analyzed by the use of descriptive statistics using SPSS (Version 22) and presented through percentages, means, standard deviations and frequencies. In addition, the study conducted a multiple regression analysis to estimate the model for the study. The analyzed data was presented in graphs, frequencies, charts and tables for interpretation and to enable draw conclusions and recommendations thereof. From the findings, employee involvement (β=0.190, p=0.001