Quality Management Practices for Improved Performance in Liquor Production Projects
DOI:
https://doi.org/10.20525/ijfbs.v14i1.3966Keywords:
Quality Management Practices, Top management commitment, stakeholder involvement, customer focus, employee empowerment, performance of liquor projectsAbstract
Quality has long been an issue, even in terms of African traditional winemakers, they would go as far as meticulously producing high-quality alcohols to assure that they produce delightful drinks in celebration. However, in modern times, focus on health and economic pressures, has compromised quality in liquor production mostly motivated by profit and dilution measures. The study intends to investigate the effect of Quality Management Practices (QMPs) on performance of liquor production projects in Rulindo District, Rwanda, specifically, top management commitment, Stakeholder involvement, Customer focus and Employee empowerment. The study was grounded on two theories of Quality Management Theory and Performance Theory. A descriptive survey and correlation research designs were employed. The target population was 293 respondents, including Top Management representatives, Key regulatory bodies’ officers (RSB, RRA), Project Partners and Stakeholders (PSF, Rulindo district community leaders), Safety and Health Officers, out of which a sample size of 169 respondents was drawn using Solvin’s formula. Questionnaire, interview, and documentary analysis were used for data collection. A pilot study involving 17 participants was done. Validity was assessed using the Content Validity Index that yielded a value of 0.76 while reliability was measured through Cronbach’s Alpha, yielding a coefficient value of 0.76 which was above the minimum threshold of 0.7. Descriptive and inferential statistics of correlation and regression analysis were done at a significant level of 0.05 using SPSS version 28. The study adhered to ethical consideration, emphasizing on informed consent from participants, maintaining confidentiality, and ensuring anonymity throughout the research process. The findings for four hypotheses were tested at a significance level of ?=0.05, and the results were as follows: top management (P=0.000<0.05); stakeholder involvement (P=0.000<0.05); customer focus (P=0.000<0.05) and; employee empowerment (p=0.000<0.05) does not significantly influence project performance were all rejected. The study concludes that liquor production projects in Rulindo District benefit from top management commitment, stakeholder involvement, customer focus, and employee empowerment, which collectively drive performance improvements. The study recommended that liquor production projects emphasize leadership commitment, inclusive stakeholder participation, customer feedback mechanisms, and regular employee empowerment initiatives to sustain performance. Future research could explore qualitative insights, the long-term impact of these practices, and their applicability to other regions or industries.
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