Discovering the best practices of Total Quality Management influencing performance in the Moroccan hospitality industry
Keywords:
Total quality management, performance, EFQM, hotel, PLS
Abstract
The present study explores the link between Total Quality Management and hotel performance with a particular focus on identifying best practices from the European Foundation for Quality Management that can enhance business results in the hospitality sector. A quantitative confirmatory study was conducted using a five-point Likert scale questionnaire distributed to 93 Moroccan hotels, specifically targeting senior managers with expertise in quality management. The collected data were analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM) technique. The results reveal that Total Quality Management (TQM) serves as a key driver of both financial and customer performance within hotels. Furthermore, strategy and processes emerged as the most influential enablers of enhanced hotel performance, as they guide decision-making and ensure that activities are aligned with organizational objectives. While leadership, people, and resources play a more supportive role, they remain essential for the successful implementation of strategic initiatives. Their contribution is realized through fostering employee motivation, promoting effective teamwork, and optimizing the use of financial and technological resources. This research offers a unique empirical contribution by examining how hotels embrace a key managerial approach to enhance their performance. Additionally, the study focuses on a widely recognized model for business excellence, offering a targeted and in-depth analysis of how specific practices within this framework can impact hotel performance.
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References
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20. Patiar, A., Davidson, M. C., & Wang, Y. (2012). Competition, total quality management practices, and performance: evidence from upscale hotels. Tourism Analysis, 17(2), 195-211.
21. Politis, Y., & Grigoroudis, E. (2022). Incorporating the sustainability concept in the major business excellence models. Sustainability, 14(13), 8175.
22. Powell, T. C. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic management journal, 16(1), 15-37.
23. Prajogo, D. I., & Sohal, A. S. (2006). The integration of TQM and technology/R&D management in determining quality and innovation performance. Omega, 34(3), 296-312.
24. Rani, N. S., & Supinit, V. (2015). Benefit of Total Quality Management (TQM) In Novotel Bangkok Platinum Hotel and Its Effects on Hotel Performance. International Journal of Social Science and Humanities Research, 3(4), 501-512.
25. Rivaldo, Y. (2021). Leadership and motivation to performance through job satisfaction of hotel employees at D'Merlion Batam. The Winners, 22(1), 25–30.
26. Rougan, D. (2015). A study on TQM Development, performance, and sustenance in service industries through effective communication, critical success factors and market orientation. IOSR Journal of Business and Management (IOSR-JBM), 17(1), 1-12.
27. Sakarya, C., & Çizel, B. (2022). Academic Studies Based on the EFQM Model in the Tourism Sector: A Systematic Review. Akdeniz İnsani Bilimler Dergisi, 12, 91-112.
28. Santos-Vijande, M. L., & Álvarez-González, L. I. (2009). TQM's contribution to marketing implementation and firm's competitiveness. Total Quality Management, 20(2), 171-196.
29. Sozuer, A. (2011). Self assessment as a gate to performance improvement: A study on hospitality management in Turkey. Procedia-Social and behavioral sciences, 24, 1090-1097.
30. Thuy, Đ., & Hue, N. (2023). Impact of TQM practices on business performance of three-star hotels and above in Vietnam: The role of innovation performance. International Journal of Management Studies and Social Science Research, 5(2), 300-312.
31. Vrtodušić Hrgović, A. M., Milohnić, I., & Petaković, E. (2024). TQM practices and their impact on performance in hotel companies. Zbornik Veleučilišta u Rijeci, 12(1), 321-337.
32. Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors. International journal of hospitality management, 31(1), 119-129.
33. Zairi, M., & Youssef, M. A. (1995). Benchmarking critical factors for TQM: part I: theory and Foundations. Benchmarking for Quality Management & Technology, 2(1), 5-20.
2. Al-Shourah, S., & Al-Shourah, A. A. (2020). An examination between total quality management and hotel financial performance: evidence from Jordanian international hotels. Journal of Management Information and Decision Sciences, 23, 418-431.
3. Amin, M., Aldakhil, A. M., Wu, C., Rezaei, S., & Cobanoglu, C. (2017). The structural relationship between TQM, employee satisfaction and hotel performance. International Journal of Contemporary Hospitality Management, 29(4), 1256-1278.
4. Anderson, J. C., Rungtusanatham, M., Schroeder, R. G., & Devaraj, S. (1995). A path analytic model of a theory of quality management underlying the Deming management method: preliminary empirical findings. Decision sciences, 26(5), 637-658.
5. Beer, M. (2003). Why total quality management programs do not persist: the role of management quality and implications for leading a TQM transformation. Decision Sciences, 34(4), 623-642.
6. Benavides-Velasco, C. A., Quintana-García, C., & Marchante-Lara, M. (2014). Total quality management, corporate social responsibility and performance in the hotel industry. International Journal of Hospitality Management, 41, 77-87.
7. Bouranta, N., Psomas, E. L., & Pantouvakis, A. (2017). Identifying the critical determinants of TQM and their impact on company performance: Evidence from the hotel industry of Greece. The TQM Journal, 29(1), 147-166.
8. Calvo-Mora, A., Ruiz-Moreno, C., Picón-Berjoyo, A., & Cauzo-Bottala, L. (2014). Mediation effect of TQM technical factors in excellence management systems. Journal of business research, 67(5), 769-774.
9. Camisón, C. (1996). Total quality management in hospitality: an application of the EFQM model. Tourism Management, 17(3), 191-201.
10. Chaher, D., & Lakhal, L. (2024). The impact of TQM on financial and non-financial performance: the mediating role of corporate social responsibility. The TQM Journal.
11. Cheung, M. F., & Wong, C. S. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656-672.
12. Claver‐Cortés, E., Pereira‐Moliner, J., José Tarí, J., & Molina‐Azorín, J. F. (2008). TQM, managerial factors and performance in the Spanish hotel industry. Industrial Management & Data Systems, 108(2), 228-244.
13. Constantinidou, C. C. (2014). Total Quality Management in Luxury Hotels: An Application of European Foundation Quality Management Model in Luxury Hotels in Paphos Cyprus (Doctoral dissertation, Master of Business Administration, Shool of Business, Neapolis University Pafos).
14. Fatchur, I. P. M. D. H., & Solimun, R. (2014). Implementation of Total Quality Management Based Knowledge Management and Its Effect on Customer Satisfaction and Organization Performance (Studies on Four and Five-Star Hotels in Bali). European Journal of Business and Management, 6(24), 98-107.
15. Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.). SAGE Publications.
16. Hussain, M., & Khan, J. (2020). Key success factors of Total Quality Management (TQM) for the hospitality sector: A critical review of the literature. European Journal of Hospitality and Tourism Research, 8(2), 1-17.
17. Legate, A. E., Hair Jr, J. F., Chretien, J. L., & Risher, J. J. (2023). PLS‐SEM: Prediction‐oriented solutions for HRD researchers. Human Resource Development Quarterly, 34(1), 91-109.
18. Milovanović, V. S. (2014). Total quality management as a profitability factor in the hotel industry. Industrija, 42(3).
19. Olaleye, B. R., Abdurrashid, I., & Mustapha, B. (2024). Organizational sustainability and TQM practices in hospitality industry: employee-employer perception. The TQM Journal, 36(7), 1936-1960.
20. Patiar, A., Davidson, M. C., & Wang, Y. (2012). Competition, total quality management practices, and performance: evidence from upscale hotels. Tourism Analysis, 17(2), 195-211.
21. Politis, Y., & Grigoroudis, E. (2022). Incorporating the sustainability concept in the major business excellence models. Sustainability, 14(13), 8175.
22. Powell, T. C. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic management journal, 16(1), 15-37.
23. Prajogo, D. I., & Sohal, A. S. (2006). The integration of TQM and technology/R&D management in determining quality and innovation performance. Omega, 34(3), 296-312.
24. Rani, N. S., & Supinit, V. (2015). Benefit of Total Quality Management (TQM) In Novotel Bangkok Platinum Hotel and Its Effects on Hotel Performance. International Journal of Social Science and Humanities Research, 3(4), 501-512.
25. Rivaldo, Y. (2021). Leadership and motivation to performance through job satisfaction of hotel employees at D'Merlion Batam. The Winners, 22(1), 25–30.
26. Rougan, D. (2015). A study on TQM Development, performance, and sustenance in service industries through effective communication, critical success factors and market orientation. IOSR Journal of Business and Management (IOSR-JBM), 17(1), 1-12.
27. Sakarya, C., & Çizel, B. (2022). Academic Studies Based on the EFQM Model in the Tourism Sector: A Systematic Review. Akdeniz İnsani Bilimler Dergisi, 12, 91-112.
28. Santos-Vijande, M. L., & Álvarez-González, L. I. (2009). TQM's contribution to marketing implementation and firm's competitiveness. Total Quality Management, 20(2), 171-196.
29. Sozuer, A. (2011). Self assessment as a gate to performance improvement: A study on hospitality management in Turkey. Procedia-Social and behavioral sciences, 24, 1090-1097.
30. Thuy, Đ., & Hue, N. (2023). Impact of TQM practices on business performance of three-star hotels and above in Vietnam: The role of innovation performance. International Journal of Management Studies and Social Science Research, 5(2), 300-312.
31. Vrtodušić Hrgović, A. M., Milohnić, I., & Petaković, E. (2024). TQM practices and their impact on performance in hotel companies. Zbornik Veleučilišta u Rijeci, 12(1), 321-337.
32. Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors. International journal of hospitality management, 31(1), 119-129.
33. Zairi, M., & Youssef, M. A. (1995). Benchmarking critical factors for TQM: part I: theory and Foundations. Benchmarking for Quality Management & Technology, 2(1), 5-20.
Published
2025-04-30
How to Cite
Bel Haddioui, I. (2025). Discovering the best practices of Total Quality Management influencing performance in the Moroccan hospitality industry. European Scientific Journal, ESJ, 21(10), 176. https://doi.org/10.19044/esj.2025.v21n10p176
Section
ESJ Social Sciences
Copyright (c) 2025 Ikram Bel Haddioui
This work is licensed under a Creative Commons Attribution 4.0 International License.
