THE EFFECT OF FOOD QUALITY ON CUSTOMER CHOICE OF DINING DESTINATION IN KENYA.
| dc.contributor.author | Ondara, R. O | |
| dc.contributor.author | Fwaya, E. V. O. | |
| dc.contributor.author | Gesage, B | |
| dc.contributor.author | Kambaga, D | |
| dc.date.accessioned | 2023-01-13T07:55:42Z | |
| dc.date.available | 2023-01-13T07:55:42Z | |
| dc.date.issued | 2023-01-13 | |
| dc.description.abstract | Food quality has received attention by hoteliers because of its effect on customer choice of dining destination in Kenya. Achieving food quality (FQ) management standards across the hospitality industry presents a challenge for governments worldwide and Kenya in particular. Despite the important role that FQ play in hospitality industry, few studies have been conducted to assess the 2 effect of food quality on customers’ choice of dining destination in 4 and 5 star Hotels in Kenya The main objective of the study was to assess the effect of food quality and safety on customer’s choice of dining destination in Kenya. The specific objective was to assess the relationship between FQ and customer choice of dining destination in Kenya. The study adopted a cross-sectional descriptive survey design where total number of guests sampled were 1058 based on 2016 data provided by the Kenya Tourism Board bed occupancy calculated at 49% and 54 Hotel staff (managers and sous chef) randomly selected from 4-star and 5-star hotels in Nairobi and Mombasa. Self-administered questionnaires were used to collect data from guests while interview schedules were employed to collect data from employees. Qualitative data collected through interview schedules was analyzed thematically. Quantitative data collected was coded in SPSS version 21 and analyzed using multiple regression. The results revealed that the top three aspects that were considered to be highly important while referring to food quality included taste (n = 426), freshness (n = 393) and good condition (n = 330). Results of the study indicated that the odds ratio of a restaurant with good food quality being selected over that with average food quality was 3.387 to 1, while the odds of a restaurant with poor food quality had the odds of 0.091 to 1 of being selected over a restaurant with average food quality. The overall effect of food quality was found to be significant since the corresponding –value for 2 R was 0.025, which was less than 0.05 ( P-value = 0.005< 0.05). | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/1839 | |
| dc.language.iso | en | en_US |
| dc.relation.ispartofseries | ;page 18 | |
| dc.subject | Food Quality, Customer choice, Safety, Dining destination. | en_US |
| dc.title | THE EFFECT OF FOOD QUALITY ON CUSTOMER CHOICE OF DINING DESTINATION IN KENYA. | en_US |
| dc.type | Article | en_US |
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- The demand for high quality food has constantly increased during recent decades, As the core product of commercial food service, food quality plays a pivotal role in the dining experience and is critical to the success of the restaurants at tourist destinations (Bujisic, Hutchinson, and Parsa, 2014; Bae, Slevitch and Tomas, 2018). Despite this importance, previous studies presented mixed findings about the impact of food quality and dining revisit intention. Wu et al., (2018) argued that food quality positively affects customers’ dining revisit, while Caber et al., (2018) reports that the effect of food quality on customers’ dining satisfaction is gradually reducing. Ha, and Jang (2013) in his study on determinants of diner’s variety seeking intentions recommended that the competitive capability of 3 a hotel is created as a result of its quality practices. The study however failed to explore the specific quality management practices that influence organizations performance in Hospitality destinations. A study by Arendt, Paez and Strohbehn (2013), noted that, many food establishments are currently struggling to embrace effective quality management systems in order to meet and exceed customers’ demands in the global market. The study however failed to explain the major challenges affecting implementation of quality management realization in an effort to increase organization performance. As a globalized sector, the Hospitality industry’s inter-destination competition is very high and this phenomenon is caused by amongst other things, FQ which hotels find themselves to favorably compete internationally. This in turn results in increased international competition not only between destinations but also between Hotel establishments (Burusnukul, Binkley & Sukalakamala, (2011). Previous studies conducted in Africa (e.g. Ohiokpehai, 2003; Omemu & Aderoju, 2008) has focused mainly on food handling by street vendors but did not adequately seek to understand how consumers choose their destination. Tunalioglu et al., 2012; Validi et al., 2014; Darkow et al., 2015), confirms that governments in Africa face a number of obstacles in implementing FQ compliance standards. The study also established that the level of awareness among food producers is negligible (World Bank, 2015). This aggravates the uncertainty and information asymmetry in the supply chain and makes monitoring of FQ more difficult (Validi al., 2014; Darkow et al., 2015). Other researchers (e.g. Michie, Sniehotta & Webb, 2010), have revealed that there has been a change in consumer purchase behavior towards food safety and quality and other products leading to attitude –behavior- gap. In Kenya, while the objective of FQ control remains constant, effective FQ control is undermined due to the existence of fragmented legislation, multiple jurisdictions, and weaknesses in surveillance, monitoring and enforcement (Oloo, 2010). Nevertheless, Kenya is still at its infancy stage with various challenges such as lack of transparency, self-discipline in food handling and unwillingness to cooperate between raw material suppliers. Lack of monitoring and detection system also makes it difficult to regulate the industry (Zhang et al., 2015). According to Chen, Wang, & Song, (2015), the responsibility for food quality control in most countries is shared between different agencies or ministries. The roles and responsibilities of these government ministries may be quite different and duplication of responsibility and coordination of 4 surveillance activities are common (Global Agricultural network Kenya, 2005). While food quality management systems have gained widespread attention, their effectiveness is questionable. Some studies (Wu & Liu, 2010; Marin & Ruiz-Olalla, 2011) claim that the implementation of these standards is beneficial to hospitality destinations while other studies (Morris, 2006; Taylor & Taylor, 2004) doubt it. According to McCabe, Li & Chen, (2016), the main structure of the choice of destination presents a seven stage decision process: need recognition, information searching, the choices evaluation, purchase, post-purchase evaluation, and finally, divestment. This implies that evaluative criteria are the desired outcomes from purchase and consumption, and are expressed in the form of preferred attributes. Therefore, unlike previous work emphasizing the overall effect of perceived quality on customer satisfaction, the focus of this work is revalidating the relationship between food quality perceptions and customer satisfaction leading to destination choice.
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