Browsing by Author "Mugooli, Isaac"

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    Assessing Performance of Kayegi Hotel Ltd Using A Balanced Scorecard.
    (Makerere University Business School, 2025-10-20) Mugooli, Isaac
    This study assessed the performance of Kayegi Hotel Ltd using the Balanced Scorecard (BSC) framework. The study was guided by three objectives: to assess the performance of Kayegi Hotel Ltd based on the Balanced Scorecard perspectives, identify challenges affecting effective implementation of the Balanced Scorecard framework, and propose strategies for improving performance through enhanced application of the BSC. The study adopted a quantitative research approach using a cross-sectional survey design. The study population comprised 39 employees of Kayegi Hotel Ltd, including operational staff, supervisors, managers, and executives, and a census approach was used where all employees participated in the study. Data were collected using structured questionnaires measured on a five-point Likert scale and analysed using the Statistical Package for Social Sciences (SPSS) using descriptive statistics, including means and standard deviations. The findings revealed that Kayegi Hotel Ltd had a moderate level of performance improvement, with an overall mean score of 3.026. Staff demonstrated relatively positive perceptions regarding their understanding of financial contributions (Mean = 3.26), alignment of daily tasks with organizational objectives (Mean = 3.31), and opportunities for innovation (Mean = 3.41). However, weaknesses were identified in departmental target achievement, employee empowerment, internal communication, staff motivation, and recognition systems. The study further established that challenges affecting Balanced Scorecard implementation included limited access to performance data (Mean = 3.41), inadequate involvement of employees in setting performance goals (Mean = 3.33), difficulties integrating the BSC into daily operations (Mean = 3.13), unclear performance indicators, inadequate training, technological limitations, insufficient leadership support, and limited financial resources. The overall mean for performance challenges was 3.003, indicating moderate constraints affecting effective BSC utilization. The study identified several strategies for improving performance, including integrating the BSC into daily operations (Mean = 4.29), incorporating guest feedback mechanisms (Mean = 4.14), involving departments in selecting performance indicators (Mean = 4.12), improving customer satisfaction measurement, allocating dedicated resources for BSC implementation, enhancing staff training, and strengthening leadership support. The study concludes that while Kayegi Hotel Ltd has made progress in applying Balanced Scorecard principles, gaps remain in strategic alignment, employee involvement, data availability, communication, and continuous performance improvement. The study recommends strengthening BSC awareness and training, developing relevant departmental performance indicators, investing in digital performance monitoring systems, improving customer feedback mechanisms, increasing employee participation, and ensuring stronger leadership commitment to institutionalize the Balanced Scorecard as a strategic management tool.