Universally Integrated Marketing Communication (IMC) plays a pivotal role in providing adequate intrinsic information which impacts on overall performance of fast food restaurants. In this regard the study was designed to assess the moderating role of social factors on the effect of integrated marketing communications on the performance of fast food restaurants in Nairobi central business district. The study was guided by the following specific objectives; to examine the role of public relations, social media networks, sales promotion and advertising on the performance of fast food restaurants in Nairobi CBD. To determine the moderating role of social factors on the effect of intergraded marketing and communication on the performance of fast food restaurants in Nairobi CBD. The study adopted an explanatory research design. The target population was 144 key informants which included 48 managers and 96 heads of departments sampled from all the 48 fast food restaurants in Nairobi CBD. In this study census sampling technique was adopted to arrive at the sample size which is 144 key informants. Data was collected by use of structured and unstructured questionnaires from the key informants. Collected data analyzed by use of both inferential and descriptive statistics using SPSS version 20. Result of multiple regressions revealed that social factors moderates the relationship between integrated marketing communication and the performance of fast food restaurants with F=60.279 at P=.000. Jointly the four constructs namely public relations, social media networks, sales promotion and advertisement with a moderator jointly explained 73.6 % (R2 = 0.736) variation in performance of fast food restaurants. The β value for public relations (.233), social media networks (.232), sales promotion (.340), advertising (.295), were positive. Correlations between public relations, social media networks, sales promotion, and advertising r=.677** r= . 579** , r =.693**andr =.411**respectively. They were also positively and significantly related to performance of fast food restaurants where P lesstahn 0.01. All these together led to the rejection of the null hypothesis. This implies that the management of fast food restaurants should pay high premiums in strategically formulating and implementing IMCs which can effectively galvanize high performance of fast food restaurants.
Effect of Employee Engagement on Employee Turnover Intention in Hotels within Eldoret Town, Kenya 1. Introduction The hospitality industry is a vast field of categories that offer numerous services including accommodation, dining, meetings and the bar. The delivery of services from the hotel to the customer are dependent on the employees and must be of a level that satisfies customers (Faldetta, Fasone, and Provenzano, 2013). The hospitality industry must therefore have a client-centered culture whose employees understand the needs of customers and strive to satisfy them. The Tourism Regulatory Authority (2015) estimates that by 2017, the industry will cater for about 628,000 jobs in Kenya and will directly contribute 3.7% to the GDP. Despite these impressive figures of employment, it is one of the industries with a high employee turnover rate. In Kenya, the hotel industry falls short of the industry turnover average worldwide, but still leads locally in employee turnover, (Republic of Kenya 2004). However, Kuria (2011) states that high turnover rate in the hotel industry is not country-specific but rather a worldwide phenomenon.Owners of hotels may cherish this because of low investment they spend on such staff but in the long run their businesses may fail to attract customers due to low quality services. Unskilled or semiskilled staff could be a burden to the hotel because their interaction with customers is low level. Their deficiency in interpersonal skills may lead to loss of business because customers are not encouraged to make return visits.The problem of high staff turnover remains a dark cloud for these investors. Most of the hotels in Eldoret town are non-rated and they hire unskilled or semiskilled employees that cannot give quality services to their customers. Ongori (2007) advises owners and their managers to find ways to mitigate the effects of employee turnover by understanding the contents of psychological contract and avoid breaches of the psychological contract variables to minimize employee turnover at all costs. The lack of quality supervision, inadequate communication from management, unclear terms and conditions of service, lack of clear-cut definition of responsibilities, lack of promotional opportunities and nonexistent occupational safety are some of the reasons for employees to harbor intentions to leave their jobs. These reasons point at the breach of the psychological contract on the part of management of organizations in this industry. It is not surprising, therefore, to find that most employees perceive their jobs as merely transitory as they seek work-life elsewhere. They may see that their jobs lack career structure hence leading them to a dead end. Guerrier (2009) points out that there is assumption that tourism and hospitality jobs are for the unskilled or semiskilled and performed by
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