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Top Management Commitment Towards Implementation of Total Quality Management (TQM) in Construction Companies in Nakuru County-Kenya
International Journal of Economics, Finance and Management Sciences
Volume 2, Issue 6, December 2014, Pages: 332-338
Received: Nov. 25, 2014; Accepted: Dec. 2, 2014; Published: Dec. 17, 2014
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Bonventure Wesonga Oruma, Department of Education and External Studies, University of Nair
John Momanyi Mironga, Department of Geography, Egerton University, Nakuru, Kenya
Benard Onyango Muma, Faculty of Commerce, Department of Accounting, Finance and Management Science, Egerton University, Nakuru, Kenya
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The construction companies are faced with a lot of challenges especially in the choice of management approaches that they use to produce products that continuously meet customer needs and expectation in regard to quality issues. One of the management approaches being used to achieve continuous quality improvement in the construction industry is Total Quality Management (TQM). This study sought to determine the factors influencing implementation of TQM in construction companies in Nakuru County. Questionnaires and structured questionnaires involving the participation of over 15 construction companies were used as the main tools for this study. The findings of this study revealed that Top Management Commitment is a critical factor affecting the implementation of TQM in construction companies in Nakuru County. The study thus recommends that construction industry sector give this factor special consideration when developing their TQM approaches. The study further recommends that studies be done to explore other factors other than top management commitment affecting the implementation and success of TQM.
Top Management Commitment, Total Quality Management, Construction Industry in Nakuru County
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Bonventure Wesonga Oruma, John Momanyi Mironga, Benard Onyango Muma, Top Management Commitment Towards Implementation of Total Quality Management (TQM) in Construction Companies in Nakuru County-Kenya, International Journal of Economics, Finance and Management Sciences. Vol. 2, No. 6, 2014, pp. 332-338. doi: 10.11648/j.ijefm.20140206.15
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