Total Quality Management Practices and Performance of Boma Yangu Housing Project in Nairobi City County, Kenya

Abstract

The implementation of Total Quality Management (TQM) in the construction industry has been a subject of ongoing debate, particularly because the sector is often perceived as less focused on quality compared to manufacturing and services, resulting in criticisms for poor craftsmanship. This study aimed to evaluate the influence of TQM practices on the performance of the Boma Yangu Housing Project in Nairobi City County, specifically exploring the role of customer focus, employee involvement, and top management commitment in shaping the project’s outcomes. A case study research design was employed, focusing on individuals involved in the Boma Yangu Housing Project. The population included project administrators, engineers, beneficiaries (owners), and community members (tenants). A sample of 88 respondents was selected using a stratified sampling technique, ensuring the representation of all key stakeholders. Data was collected through a combination of closed and open-ended questions, with responses analyzed using SPSS version 27.0. Both descriptive statistics and inferential statistics were employed to assess relationships between TQM practices and project performance. The regression analysis revealed that customer focus (B = -0.0078, p = 0.6929), employee involvement (B = -0.0400, p = 0.1137), and top management commitment (B = 0.0269, p = 0.2736) were not significant predictors of project performance, as their p-values exceeded the conventional threshold of 0.05. The correlation analysis showed moderate to weak relationships between the TQM practices and project performance. Customer focus had a weak negative correlation with performance (r = -0.104), employee involvement showed a weak negative correlation (r = -0.205), and top management commitment had a very weak positive correlation (r = 0.085). These results suggest that while there are some connections between the TQM practices and project performance, they are not as strong or as impactful as expected. Despite the findings indicating that TQM practices had limited impact on the Boma Yangu Housing Project's performance, the study highlights key areas for improvement. Strengthening customer engagement through enhanced communication and feedback loops, increasing employee involvement in decision-making, and implementing regular training programs could help boost performance. Additionally, top management commitment, although showing the weakest effect, remains crucial. Ensuring adequate resource provision and addressing issues in service quality and cost management are essential for future success. Overall, while TQM practices contributed somewhat to the project's performance, a more holistic approach focusing on customer relationships, employee participation, and consistent management commitment is recommended to achieve better outcomes. Further research could explore additional factors influencing performance and refine TQM application in construction projects.