Managerial roles and choice of performance measures in the kenyan five-star hotels using a cross-sectional correlational design
Department of Ecotourism, Hotel and Institution Management, Maseno University, Private Bag, Maseno, Kenya; American Hospitality Academy Romania, International Hotel Management Schools, Camp. Colegiul Astra, Cladire Corp B, Str Panselelor, Brasov, 500419, Kenya
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 dimensionmeasures, yet this provides the best opportunity for organizations to improve their performancemeasurement systems.Across-sectionalcorrelational studyof160managers insixfive-starhotels in Nairobi andMombasa, Kenya found the relationships betweenmanagerial 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. © 2010 Taylor & Francis.