Influence of Total Quality Management (TQM) On Operational and Quality Performance in Selected Hospitality Industry in Valencia City, Bukidnon

This study examined the influence of Total Quality Management (TQM) on Operational and Quality Performance (OQP) in selected hospitality establishments in Valencia City, Bukidnon. Using a quantitative, descriptive-correlational research design, data were gathered from 242 managers, supervisors, and other top managerial positions across accommodation, dining, and resort establishments. Five TQM dimensions were assessed: Organizational Leadership (OL), Customer Satisfaction and Relationship (CSR), Human Resource Focus (HRF), Strategic Quality Planning (SQP), and Supplier Quality Management (SQM). Results showed that respondents strongly agreed that TQM practices were extensively observed across all establishments, with overall mean scores ranging from 6.149 to 6.364 on a 7-point scale. No statistically significant differences in TQM or OQP were found across demographic groups, indicating uniform quality management practices regardless of sex, educational level, department, position, working experience, or nature of business. Pearson correlation analysis revealed a very strong positive relationship between overall TQM and OQP (r = .836, p < .001). Regression analysis further confirmed that Organizational Leadership, Customer Satisfaction and Relationship, and Strategic Quality Planning significantly influenced OQP. Although Human Resource Focus and Supplier Quality Management demonstrated significance in earlier regression models (Models 1–4), both variables became non-significant in the full five-predictor regression model (Model 5), suggesting possible shared variance among the predictor variables. These findings demonstrate that leadership commitment, customer-focused strategies, and systematic quality planning are critical drivers of operational excellence in the hospitality industry.

Total Quality Management, Operational and Quality Performance, Hospitality Industry

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