Objectives

Urban Dialectics, an Inquiry & Design Colloquy, operating under the umbrella of Urban Algorisms, an Inquiry, Instruction, Design, and Development Ensemble (ii.2d), publishes the Journal of Inquiry in Design Pedagogy (JIDEP). Urban Dialectics is committed to promoting a culture of excellence in the management of our resources and in the sustainable use of the environment. To this end, it has set up JIDEP as a forum for training emerging scholars in the discipline of research, academic discourse, and in the dissemination of empirically acquired scientific knowledge. The Journal of Inquiry in Design Pedagogy [JIDEP] is a double blind peer-reviewed serialisation that targets graduate and undergraduate student participation in critical scientific research inquiry, discovery, and knowledge dissemination. Being a citable publication with wide cross-border distribution, it is dedicated to promoting novel research based concepts, theory development, and innovative design solutions in the built environment. The journal also serves as an instrument through which contributors and readers learn the very essential skill of scholarly scientific research reflection, reporting, and structured contention.

Scope

The journal documents and disseminates contemporary empirical thought, from the unique perspective of the unfettered and imaginative vantage point of subtle, youthful minds. It fully acknowledges their peculiar penchant for radical creativity. The journal enjoys a broad reach within the discipline of the built environment. It brings together resourcefulness in architectural theory, structures, technology, building environmental science, planning, urban design, conservation, and housing design and policy.

Ready-to-referee manuscripts should be dispatched to:

The Editor-in-chief, Journal of Inquiry in Desing Pedagogy [JIDEP]; http://www.fimen.net/UrbanDialectics.html; http://www.urbanalgorisms.net, E-mail: ii.2d_udjidep@yahoo.co.uk; Telephone +254-727-594-421/+250-788-829-576

Publication of papers is carried out without charge to the authors, A guide to authors is included at the end of the journal, in the last pages, The journal publishes electronically.

[Volume 1, number 1, June 2013, Printable version]

Editorial Board

Editor-in-Chief...Paul Mwangi Maringa (PhD), Workforce Development Authority Art editor....Philip Ochieng Okello (M., Arch), Jomo Kenyatta University of Agriculture & Technology (JKUAT), Kenya.
(WDA), Rwanda,

Associate Editors:

Environmental Management Planning & Design..James K. A. Koske (PhD), Kenyatta University (KU), Kenya, Architecture, Urban Design & Conservation.....Bernard Njuguna Muqwima (PhD), Jomo Kenyatta University of Agriculture & Technology (JKUAT), Kenya, Sociology & Planning......Sampson Mwangi Wokabi (PhD), Egerton (EU), Kenya, Structural Aesthetics & Technology...Christopher Muthini Mbatha (Dr., Ing), University of Nairobi (UoN), Kenya, Urbanisation, Housing design & Policy.....Jeremiah Nyabuti Ayonga (PhD), Moi University, Kenya.

Honourary Editor:

Sampson Ikewochukwu Umenne..MARCON, MAAK, MIAZ, MACZ, reg. arch., Consultant, Human Settlement Development, Deputy Director and Head of the Department of Architecture, Polytechnic of Namibia, Private Box 13388, Windhoek, Republic of Namibia

Review

Every paper is separately reviewed by three referees, and their counsel communicated to the author (s) within 3 months of receipt of the papers. The authors (s) are expected to address all advised amendments and to tender the revised paper within 3 months from the date that the referees direction was sent out to them. Late submission that fails to meet this schedule will be regarded as utterly new submissions. Such papers will then be taken all over again, through the full process of review. Author (s) whose papers qualify for publication will each be given a free copy of the particular journal issue that contains their as-published papers. Complete copies of all issues of the journal will be made available to interested readers, at a prescribed cost.

Copyright

Authors should be careful to only submit to the Journal of Environmental Planning and Architecture [JEPA], original unpublished works, which are not under consideration for publication somewhere else. By submitting a manuscript, authors in effect sanction the transfer of copyright for their article to the publisher, once the article is accepted for publication. This copyright covers the unreserved right to reproduce and distribute the article, and also reprints, photographic reproductions, microfilm, or any other reproduction of a similar nature, and also of any other form, including translations. The journal endeavors to ensure technical exactness and dependability of ideas and opinions. Author(s) however are fully liable for compliance with copyright laws and the rules as well as ethics of plagiarism, with regard to referencing, citations, quotes and reproductions. They carry full responsibility over the information contained in their respective papers.

LIST OF CONTRIBUTORS

Philip Ochieng Okello (jamwoma2003@yahoo.com) & Tetsumi Horikoshi (horikoshi.tetsumi@nitech.ac.jp) Micro climate and thermal comfort in urban parks and their surrounding built up area A case of Meijou Park, located at the center of Nagoya city, Japan

Leah Wamuyu Maringa (mamagimony@yahoo.co.uk) & Paul Mwangi (pmmaringa@yahoo.co.uk) Improving the performance of human resource systems in Kenyan E-hotels

Maringa

Ephraim W. Wahome (irungusamwel@yahoo.com), Bernard Njuguna Mugwima & Wycliff N. Nyachwaya (pmmaringa@yahoo.co.uk) Reflections on the conservation of urban heritage attractions The case of Nairobi, 1898 to 1948 Maina Maringa (maina_maringa@yahoo.com) & Peter J. Miano (mmwai_pj@yahoo.com) A proposed state-of-art automation training centre of excellence for TVET that is designed to meet the needs of identified programmes Leah Wamuyu Maringa (mamagimony@yahoo.co.uk) & Paul (pmmaringa@yahoo.co.uk) Primary activity efficiency of the work process in ICT based hotels Mwangi Maringa

Maina Maringa (maina_maringa@yahoo.co.uk) & Paul Mwangi Maringa (pmmaringa@yahoo.co.uk) Setting up a model college of technology in Kigali city The Kicukiro College of Technology (KCoT)

TABLE OF CONTENTS FORE MATTER Objectives of the Journal.01 Scope of the Journal..01 Manuscript dispatch advice.02 Paper review policy02 Copyright rules of the Journal02 List of Contributors to this issue.03 Guide to authors..16 MAIN TEXT Table of Contents..04 Paper Listing 1. Micro climate and thermal comfort in urban parks and their surrounding built up area A case of Meijou Park, located at the center of Nagoya city, Japan, Philip Ochieng Okello & Tetsumi Horikoshi 0(jamwoma2003@yahoo.com)......................................................................................................................................05
2.

Improving the performance of human resource systems in Kenyan E-hotels, Leah Wamuyu Maringa (mamagimony@yahoo.co.uk) & Paul Mwangi Maringa (pmmaringa@yahoo.co.uk)................................................................................................................................................17 Reflections on the conservation of urban heritage attractions The case of Nairobi, 1898 to 1948, Ephraim W. Wahome, Bernard Njuguna Mugwima & Wycliff N. Nyachwaya (pmmaringa@yahoo.co.uk).................................................................................................................................................44

3.

4. A proposed state-of-art automation training centre of excellence for TVET that is designed to meet the needs of identified programmes, Maina Maringa (maina_maringa@yahoo.com) & Peter J. Miano (mmwai_pj@yahoo.com)...........................................................................70
5.

Primary activity efficiency of the work process in ICT based hotels, Leah Wamuyu Maringa (mamagimony@yahoo.co.uk) & Paul Mwangi Maringa (pmmaringa@yahoo.co.uk).............................................................................................................................................87

6. Setting up a model college of technology in Kigali city The Kicukiro College of Technology (KCoT), Maina Maringa (maina_maringa@yahoo.com) & Paul Mwangi Maringa (pmmaringa@yahoo.co.uk).........................................................................106 Guide to Authors.155 .

Improving the performance of human resource systems in Kenyan E-hotels

Leah Wamuyu Maringa (Msc-HTM, Bsc-HRM, H/Dip-IM, O/Dip-IM), Senior Lecture and Head of Department, Rwanda University Tourism College (RUTC), P.O. BOX, 5150, Kigali, Rwanda, Tel: (+250 0783271990, +254 716735052; Fax: (+250 575551), Email: mamagimony@yahoo.co.uk & Paul Mwangi Maringa (PhD, M.A. Planning U & R, B.Arch hons, corporate m.a.a.k, m.k.i.p, reg. Arch), Associate Professor in Architecture & Planning, Senior Expert, Planning & Project Management, Workforce Development Authority, (WDA), P.O Box, 2707, Kigali, Rwanda, Tel: +250788829576, +254 727594421, Email: pmmaringa@yahoo.co.uk

Efficient delivery of services depends a lot on timely unimpeded information transfer between and within these activity nodes in an e-hotel. This paper focuses attention on the performance of the Human Resource Systems activity node of an e-hotel, as it is catalysed by the Information Communication Technology (ICT) revolution that has so transformed global human economic and social activities. This relationship with ICT is given premium especially because potential customers today have become ICT literate, seeking information on hotel services and communicating through the ICT medium. Hotels that fail to adopt this technology then are hard pressed to survive. The inquiry adopts the cross-sectional sample survey design scientific methodology with a logical systematic and repeatable sequence of procedures, which are ordered into a coherent descriptive research design. For representativeness, reliability and validity, it makes use of the proportional allocation procedure, blending simple random sampling with cluster and stratified sampling to maximise homogeneity of sample units. The study establishes a clear dependency of efficient delivery of service in the Human Resource systems on the application of ICT. This positive response to ICT interventions grows with rising hotel star rating, but with a slump in trends in the 3rd and 4th star rating of e-hotels, and this, tallies well with the eventual increases in levels of computerisation and computer literacy. By and large there is no differentiation in responsiveness for Personnel Management, Hotel Infrastructure, and General Activity Coordination, the three functions of Human Resource Management. It is necessary then for e-hotels with low star rating to prioritise investments that improve their physical facilities along with the quality of their personnel. They ought to experience more investment on computerisation, while building in an efficient ICT infrastructure. These e-hotels should set internal ICT policies for all operations and services as well as communication with customers to be computer based.

Abstract

Key words: Performance, ICT, Human Resource Systems 1.0 INTRODUCTION The world has transformed into a global village, with trends in one part fully influencing the rest of the world. In these days of globalising world markets, hotels everywhere, and more particularly

17

here in Kenya, face a daunting task of maintaining a competitive edge, against rapidly adapting international competitors (Economic Survey 2003, 2005). One principal aspect of globalisation is the

Information and Communication Technology (ICT) industry. It has radically altered hotel operations, moving them towards e-commerce and therefore transforming them into e-hotels whose operations are premised upon ICT. It carries with it distinct possibilities for improving the efficiency in the internal operations of hotels that rely centrally on information transfer, and therefore communication (Hansen & Owen 1995, Buhalis 1997, Buhalis & Earl 1997, Cho & Olsen 1998). Increased efficiency that is synonymous here to improved performance (http://dictionary.reference.com/browse/ efficiency) here assumes a balanced bled of both an internal (Pareto) and external (Utilitarian) form of attaining the greatest balance of benefits over costs (http://homes.chass.utoronto.ca/~jheath/ text/MMch1.pdf, Chapter 1, pages 14f & 15). The human resource systems in a hotel are the very same ones that are also termed the support activity node of which is variously otherwise termed the back office systems or the secondary activity level of a hotel. They draw together the related fundamental considerations or functions of personnel management, hotel infrastructure, and general activity coordination in as much as they anchor the principal functions of hospitality in a hotel (Braham 1988). This activity node fits into the conventional abstraction of hotels

into seven mutually supportive fundamental activity hubs, the CAPITA model or construct of hotels (Cho & Olsen 1998), that represents the Competitive Advantage Provided for by an Information Technology Application. Second among these seven is the Secondary Activity level that has been selected for inquiry in this study (Sethi & King 1994, Cho & Olsen 1998). The accompanying aspects of the human resource systems that define the workings of its three functions (personnel management, hotel infrastructure, and general activity coordination) are critical to the efficient operations and therefore performance of this secondary activity level of a hotel. These are the aspects of training, communication, and information search in the processes of acquisition storage, and distribution of hotel services or products (Braham 1988). Their applications cut across the three basic functions that comprise this activity node of a hotel and are therefore examined for all three functions in respect of direct financial costs, costs in regard to time, and the actual manpower needs (http://media.wiley.com/product_data/ex cerpt/23/04703760/0470376023.pdf, Chapter 1 page 9-12). Improved performance in this activity level of a hotels operations would expectedly result

18

in detectable reductions of all three indices of direct financial costs, time, and manpower needs. The onset of globalisation has in effect determined that hardly any markets are obscured from the superior competition that comes from technologically advanced settings. The Information and Communication Technology (ICT) is a technology of peculiarly vital importance as it by nature provides the link between all other technologies and the functions that they support. It also has become the primary media in which consumers and service providers interact as signaled by the fast growing phenomenon where internet today is providing access to more than 40 million people worldwide (Connolly, Olsen, Moore 1997). It is with this technology too that consumers make decisions, and service providers such as hotels channel their information flows (Paraskevas & Buhalis 2002). Understanding the importance of ICT within the specific functions of the human resource systems (those of personnel management, hotel infrastructure, and general activity coordination) and their related aspects of hotel operations (training, communication, and information search) as this inquiry seeks to do, has the potential to re-fashion hotel services in a manner that empathises the predirections of contemporary consumer

inclinations towards ICT dependency, and present trends of e-hotel operations. In this way hotels that attain e-compliance and therefore ones that embrace ecommerce, in effect becoming e-hotels, are enabled to competitively capture bigger markets shares within the international market stage. They gain a competitive advantage over their competitors. 2.0 THE PROBLEM In an increasingly integrated world, the expanding global competition for opportunities is bearing rather conspicuously on local enterprises especially those that depend much on world markets. The Hotel industry in Kenya is one such economic sector whose primary source of business is the world market. Over 75% of its customers come from outside the national borders, and especially from the most developed countries, as compared with 19% local and 0.06% regional (Economic Survey 2002, 2003). These same most developed nations reflect comparatively much higher levels of integration of ICT and other contemporary technologies, in their society and its business operations (Samkange 2008, Hoontrakul and Sahadev 2005). Accordingly this industry in Kenya manifests marked vulnerability to such changing international trends.

19

It is a truism that the world is now poised to fully embrace the ICT revolution, most especially in the more developed north, where hotel customers and service providers transact most business on the internet and through computers (Connolly, Olsen, Moore 1997, Connell 2002, Buhalis 1997). Kenyan hotels that have not embraced this changing trend face growing challenges of attracting customers from the international scene, as they are unable to fit into the customers IT-based service and information needs. They are faced with a real threat of a dwindling international market share and in consequence, on the overall, a scenario of slumped business (Economic Survey 2003). Kenyan hotels then need urgent transformation into e-hotels that are guided by knowledge of the workings of ICT in the various activity levels, functions and aspects of the hotel. Such knowledge would enable optimised and well directed interventions within the overall hotel structure, and in this case in the functions and aspects of the human resource systems. It would help identify aspects of hotels and areas of the overall national hotel system (within the classification system and also in respect to the spatial distribution of hotels nationally) that are most responsive to ICT interventions and those where its absence causes maximum loss of business

opportunity, for priority redress. This inquiry is apposite and timely given the prevailing general dearth of information on ICT use in Kenyan hotels (Maringa 2007). 3.0 AIMS AND OBJECTIVES The central concern of this study was to understand how ICT interacts with hotel operations in its back office systems or support functions, to improve performance. In this study, this aim or objective was fashioned into the following relational scientific or null hypothesis, and then alternatively stated as a research hypothesis: H0: There is no relationship between the use of information and communication technology and performance in the human resource systems of e-hotels. There is a relationship between the use of information and communication technology and performance in the human resource systems of e-hotels.

H1:

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The study aimed to come up with a scale of relative values of the three functions of the human resource systems in a hotel (personnel management, hotel infrastructure, and general activity coordination) and their identified three related and inherent aspects of their operations in a hotel (training,

communication, and information search) in the way they respond to ICT interventions. In this way the study aspired to develop a mural of preferred hierarchies and points of priority interventions, in both the functions and their aspects, for improved competitiveness of the hotels in the world market place. 4.0 THEORETICAL & CONCEPTUAL FRAMEWORK The ICT based products and processes help hotels to enhance the operating efficiency, improve the service experience as well as provide a means to access markets on global basis (Hoontrakul and Sahadev 2005). Research indicates that countries that compete effectively on the global market place generally enjoy a technological advantage and these tend to be developed countries (Samkange 2008). The digital revolution sweeping across Europe, America and some Asian countries has altered the economic landscape and the business environment. Progressive business organisations in these countries have not only embraced electronic management (e-management) of information systems and technical business operations but demonstrated the ability and capacity to adapt, implement, and utilize ICT systems for best business practice. In this way they are able to carve niches for themselves on the global

market place as their productivity improve (Ibid).

levels

of

According to Samkange and Crouch (2008) the pace of technological development tended to evolve around the availability and accessibility of technologies and the technical process of operationalising ICT. They assert that the presence of cutting edge technology in the form of digitalised flat screen computer display monitors, high speed processing units and mass storage devices, television sets and numerous other video and audio devices including mobile and wireless technologies shows amazing levels of technological availability and accessibility. Contrary to concerns regarding alarming levels of ignorance on technology development matters among managers expressed by Kirk (1995), and Sigala & Connolly (2006) research results indicate encouraging levels of technological awareness and activity in the hotel industry. This seems to confirm the general global belief that hotels no longer consider the decision to computerise operations an option but a necessity (Moon 2004). The impressive levels of availability and accessibility of technological hardware and software suggest increased affordability by hotels and possibly the availability of foreign currency to facilitate the access to these technologies.

21

According to Connolly and Olsen (2000), ICT is the single greatest force affecting change in the hospitality industry. Buhalis (1998) attributes this trend to both the rapid advances in technology as well as the increasing demands of the customers who look forward to flexible, specialised, accessible and interactive products and communication with the principles. This is the general profile of competing hotel establishments in the developed nations and of the customers that Kenyan hotels wish to attract from these same markets. The profile underscores an urgent need to transform Kenyan hotels, making them amenable to unhindered ICT use, and therefore changing them into e-hotels (ones that operate e-commerce) capable of carrying their own weight in a competitive e-commerce world setting. Such hotels will increasingly buy and sell products or services over electronic systems such as the Internet and other computer networks. They shift reliance towards electronic commerce that is driven by such technologies as electronic funds transfers, supply chain management, internet marketing, online transaction processing, electronic data interchange, inventory management & automated data collection systems (Madnani 2013). Human resource systems have a critical role to play in anchoring service delivery within hotels as they oversee administrative aspects of hotel employees,

the procurement and maintenance of suitable physical infrastructure and equipment, and in their supervisory role of general activity coordination (Braham 1988). Their mandate therefore centrally addresses overall facilitation of hotel operations. This mandate relies a lot on information gathering, storage and dissemination, as well as capacity building of the human resource for improved service delivery. A critical component of staff performance in any working environment is job satisfaction or worker motivation that depends much on both their management and the interpersonal ambience that is set up at work (Buchanan and Huczynski 1997). This is a domain of human resource systems that on its part relies much on information acquisition, storage, and delivery for effective monitoring of its three basic functions. An activity hub such as the human resource systems that is so overtly reliant on information is a prime position in the overall hotel scene through which to cause positive transformation in efficiency and performance through well selected and targeted stimuli. Information technology is the one choice potential stimulus that is interrogated here in this study, as it brings with it a fast pace of information exchange and online inquiries, data processing and

22

analysis, that promotes easier and more incisive decision making. Through computer networks, it supports areas of communication, personal (human resource systems), website based sales advertising (marketing) and business intelligence (strategic planning) (Paraskevas & Buhalis

2002). Below is a schematic representation of a conceptual postulation of this dimension of the overall CAPITA construct of the hotel, whose responsive improved performance as catalysed by ICT this study inquires on (Figure 1).

23

Figure 1: Suggested interactions of the human resource system in hotels with information communication technology (ICT) Conceptual Framework. Training Aspects

Information Communicatio n Technology (ICT)

Human Resource Systems (HRS) the Secondary Activity Node or Dimension of the CAPITA Hotel Construct

Hotel Infrastructure Function of HRS

Information Searching Aspects

Communication Aspects

Improved Performance

General Activity Coordination Function of Hrs

Information Searching Aspects

Communication Aspects

Personnel Management Function of HRS

Training Aspects

Information Searching Aspects

All the hotel operations of training, communication and information search translate into cost that is either direct, time based or of the form of manpower needs.

24

5.0 METHODOLOGY The inquiry adopts the scientific methodology with a logical systematic and repeatable sequence of procedures, which are ordered into a coherent and descriptive research design (Kothari 1996, Nachmias & Nachmias 1996, Emory, W. C, & R. Cooper, (1995).

It brings together cross-sectional sample survey design methods and makes use of the proportional allocation procedure to achieve a representative survey of the hotel scene (Mugenda & Mugenda 1999, Kothari 1996).

Table 1: Proportional allocation of sampled hotels to the 2-5 Star rated stratum for each of the three principal hotel spatial clusters in Kenya
NAIROBI CLUSTER N 2 STAR HOTELS 3 STAR HOTELS 4 STAR HOTELS 5 STAR HOTELS TOTAL RATED RATED RATED RATED
5 9 0 7 21

COASTAL CLUSTER H
1 2 0 2 5

%
24 43 0 33 100

N
35 13 6 2 56

%
62 23 11 4 100

H
8 3 1 1 13

NATURE RESERVES CLUSTER N %

18 22 7 5 52 35 42 13 10 100

TOTAL

H
4 5 2 1 12

N
58 44 13 14 129

%
45 34 10 11 100

H
13 10 3 4 30

N: Numbers of respondents, H: Number of Hotels where these respondents are obtained; Source: Maringa 2007.

25

For reliance and validity, simple random sampling was blended with cluster and stratified sampling in order to maximise the homogeneity of the sample units. In this regard, the accessible population of Kenyan hotels was ordered first on the basis of

spatial homogeneity. This revealed three dominant spatial clusters, the Nairobi, Coastal, and Nature Reserves clusters, which embrace 134 (82%) of the 163 (100%) classified hotels in Kenya; the latter then being the hotel universe or population. These clusters

were the principal tourist destinations in the country. The hotels were thereafter set into ranks of homogenous 2-5 star-ratings. Out of this ranking emerged 142 (87%) out

of the 163 (100%) classified hotels in the country that fitted into this hierarchical range of 2-5 star rated or classified hotels in the country.

Table 2: Distribution of star rated hotels in Kenya for June 2003

LOCATION ALL COUNTRY NAIROBI, COASTAL, AND NATURE RESERVES CLUSTERS NUMBER 163 142 134 129 % 100 87 82 79 %

1-5 Star rated Hotels 2-5 Star rated Hotels 1-5 Star rated Hotels 2-5 Star rated Hotels

100 96

Source: Kenya Gazette No 3976 (2003), The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988, Authority of the Republic of Kenya, vol. CV No 62.

In each of these three clusters then, thirty of 2 to 5 star-rated hotel samples are selected representatively, using a complex

random sampling procedure (Lapin 1981, Kothari 1996, Nachmias & Nachmias 1996, Mugenda & Mugenda 1999).

Table 3: Proportional allocation of hotels among the three principal hotel spatial clusters in Kenya
NAIROBI CLUSTER 21 16 5 COASTAL CLUSTER 56 44 13 NATURE RESERVES CLUSTER 52 40 12 TOTAL 129 100 30

NUMBER OF 2-5 RATED HOTELS PERCENTAGES SAMPLED HOTELS

STAR

Source: Kenya Gazette No 3976 (2003), The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988, Authority of the Republic of Kenya, vol. CV No 62.

In order to access parametric statistical analysis based on the

status of a normal population and the theoretical benefits of the

26

probability theory, the study limited the sample to a size of not less than 30 sampling elements or items the hotels (Lapin 1981, Hayslett 1983, Gregory 1978). In the Nairobi Cluster then, Panafric Hotel was selected from the 2-star rated hotels, Nairobi

Safari Club and Ambassador Hotel from the 3-star rated hotels, and Grand Regency together with Safari park Hotel from the 5-star rated hotels. There were no 4-star rated hotels in this cluster.

Table 4: Selection of the hotels that were visited for field survey in the Nairobi spatial cluster
2-STAR RATED HOTELS S/ Listed & No selected Hotels 1 Sports View 2 Panafric* 3 4 5 6 7 8 9 Silver Springs Boulevard Six Eighty 3-STAR HOTELS S/ No 1 2 3 4 5 6 7 8 9 RATED 4-STAR RATED HOTELS S/ Listed & No selected Hotels 1 2 3 4 5 6 7 8 9 5-STAR HOTELS S/ No 1 2 3 4 5 6 7 8 9 RATED

NAIROBI SPATIAL CLUSTER

Listed & selected Hotels The Bounty Hotel Fairview Hotel Marble Ark Landmark Holiday Inn Windsor Nairobi Safari club* Utalii Ambassador*

Listed & selected Hotels Hotel Inter Continental Grand Regency* Hilton Norfolk Serena The Stanley Safari park Hotel*

27

Source: Maringa 2007, founded upon the classifications of the Kenya Gazette No 3976 (2003), The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988, Authority of the Republic of Kenya, vol. CV No 62. Random numbers used here are adapted into a two digit version (A 09, 07, 02, 01, 05, 08, 06, 04, 03 order of selection) from the computer generated Tippets table of four digit random numbers in the Nachmias & Nachmias (appendices). Selected Hotels are represented in bold and with an asterix. Where the selected hotel failed to be accessible, then the next in line would be resorted to and is the one then featured here.

In the Coastal Cluster, Eight hotels were selected from the rather expansive 2-star rated hotels strata. These included Neptune Paradise Hotel (South Cost -Mombasa), New Lamu Palace Hotel (Lamu), Diani Sea Lodge (South Coast-Mombasa), Scorpio Villas(Malindi), Coconut Village (Malindi), Mwembe Resort(Malindi), Peponi Hotel(Lamu), and Giriama Beach Hotels (North Coast - Mombasa). From the 3-star rated hotels strata were selected

Mombasa Beach hotel (North CoastMombasa), Reef Hotel (North CoastMombasa), and Bahari Beach Lodge (North Coast - Mombasa). The 4-star rated hotels yielded only one hotel into the sample, and this was the Severin Sea Lodge (North Coast - Mombasa). From the 5-star rated hotel cluster only one hotel, the White Sands Hotel (North Coast Mombasa) was selected.

Table 5: Selection of the hotels that were visited for field survey in the Coastal spatial cluster
2-STAR RATED HOTELS Listed & S/ selected No Hotels 1 Neptune Paradise Hotel* 2 Kasar al Bahir Hotel 3 Ocean Village Club 4 Chale Island paradise 5 Baobab Holiday Resort 3-STAR RATED HOTELS S/ No 1 Listed & selected Hotels Lawfords Hotel & Beach Club Diani Sea Resort L. T. I Kakasi Beach Diani Reef Hotel Baobab Beach Resort 4-STAR RATED HOTELS S/ No 1 Listed & selected Hotels Severin Sea Lodge* Nyali Beach Hotel Mombasa Ocean Beach Hotel Indian Ocean Beach Hotel Traveler Tiwi Beach Hotel 5-STAR HOTELS S/ No 1 RATED

COASTAL SPATIAL CLUSTER

Listed & selected Hotels Hemmingway Hotel White Sands Hotel*

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COASTAL SPATIAL CLUSTER

2-STAR RATED HOTELS Listed & S/ selected No Hotels 6 Papillion Lagoon Reef Hotel 7 Driftwoo d Beach Hotel 8 Palm Beach Hotel 9 New Lamu palace Hotel* 2-STAR RATED HOTELS (second set) Listed & S/ selected No Hotels 1 Eden Rock Hotel 2 Diani Sea Lodge* 3 Dolphin Hotel Paradise Beach Hotel

3-STAR RATED HOTELS S/ No 6 Listed & selected Hotels Indiana Beach APT Hotel Southern Palms Beach Hotel Kilifi Baharini Resort Mombasa Beach Hotel*

4-STAR RATED HOTELS S/ No 6 Listed & selected Hotels Club Sun N Sand

5-STAR HOTELS S/ No 6

RATED

Listed selected Hotels

&

2-STAR RATED HOTELS (Third set) S/No Listed & selected Hotels Malaika Hotel Neptune Beach Hotel Le Soleil Beach Hotel Mnarani Club

2-STAR RATED HOTELS (Fourth set) S/No Listed & selected Hotels Stephen ia Sea House Mwemb e Resort* Seahors e M. Club Domina palm Tree

3-STAR HOTELS set) S/No

RATED (Second

Listed & selected Hotels Woburn Resident Club Reef Hotel* Bahari Beach Lodge* Leisure Lodge Beach

&

29

2-STAR RATED HOTELS Listed & S/ selected No Hotels 5 Bamburi Beach Hotel Tropical African Dream Village Scopia Villas* Kilifi Bay Beach Hotel Corn Beach Hotel

3-STAR RATED HOTELS S/ No Listed selected Hotels &

4-STAR RATED HOTELS S/ No Listed & selected Hotels Club Peponi Hotel* Bush Baby Hotels Giriama Beach Hotel* Aquarius Beach Hotels

5-STAR HOTELS S/ No

RATED

Listed selected Hotels Resort

&

Hotel Barracu da Malindi Beach Club Blue Bay Village Karibuni Villas Coconut Village*

Source: Maringa 2007, founded upon the classifications of the Kenya Gazette No 3976 (2003), The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988, Authority of the Republic of Kenya, vol. CV No 62. Random numbers used here were adapted into a two digit version (resulting in a 09, 07, 02, 01, 05, 08, 06, 04, 03 order of selection) from the computer generated Tippets table of four digit random numbers in the Nachmias & Nachmias (appendices). Selected Hotels represented in bold and with an asterix. Where the selected hotel failed to be accessible, then the next in line would be resorted would be the one now featured here.

30

. The Nature reserves cluster supplied 12 hotels to the sample. In the 2-star rated hotels strata were selected the Little Governors Camp, Voyage Safari Camp Ziwani, Mara Hippo Tent Camp, and Fig Tree, all in the Mara. Within the 3-star rated strata were selected

the Severin Safaris Camp (Tsavo), Samburu Serena Lodge, Tree Tops Lodge (Mt Kenya), Lake Naivasha Country Club (Naivasha) and Sarova Mara Camp (Tsavo). In the 4-star rated hotels strata was selected the Finch Haltons Tent Lodge (Tsavo), and

The Ark (Muiga Aberdares/Nyandarua ranges). Only one hotel the Mt Kenya Safari Club

(Muiga Aberdares/Nyandarua ranges) was selected into the 5-star rated hotel strata.

Table 6: Selection of the hotels that were visited for field survey in the Nature Reserves spatial cluster
2-STAR HOTELS S/ No 1 RATED 3-STAR HOTELS S/ No 1 RATED 4-STAR RATED HOTELS S/ No 1 Listed & selected Hotels Ol Tukai Lodge Finch Haltons Tent lodge* Shaba Sarova Lodge Kichwa Tembo Camp Olonana Camp 5-STAR RATED HOTELS S/ Listed & No selected Hotels 1 Mara Simba Lodge 2 Mt Kenya Safari Club* 3 Mara Serena Lodge Amboseli Serena Safari Lodge

NATURE RESERVES SPATIAL CLUSTER

Listed & selected Hotels Little Governors Camp* Voyage Safari Camp Ziwani* Rondo Retreat Centre Lake Elementaita

Listed & selected Hotels Severin Safaris Camp* Mara Sopa Lodge

Voi Safari Lodge Greater Rift Valley Lodges Golf Resort Sweet Waters Tented Camp Siana Spring Camp Samburu Lodge Baringo Island Camp

Amboseli Lodge

6 7

Tortlis Camp Traveler Mwalunganje El camp Aberdare Country Club

6 7

6 7

Mountain Lodge The Ark*

6 7

31

2-STAR HOTELS S/ No

RATED

3-STAR HOTELS

RATED

4-STAR RATED HOTELS

Listed & S/ selected No Hotels 9 Safari Gordon 9 Blue 2-STAR RATED HOTELS (Second set) S/ Listed & selected No Hotels 1 2 NATURE RESERVES SPATIAL CLUSTER 3 4 5 6 7 8 9 Voi Wildlife Lodge Naro Moru River Lodge Shimba Rain Forest Westmans Safari Lodge Ngulia Safari Lodge Mara Hippo Tent Camp Mara Intrepids Club* Governors Camp Fig Tree*

Listed & S/ Listed & selected No selected Hotels Hotels Tree Tops 9 Lodge* 3-STAR RATED 3-STAR RATED HOTELS (Second set) HOTELS (Third set) S/ Listed & selected S/ Listed & No Hotels No selected Hotels 1 Samburu Serena 1 Kilanguni Lodge* Serena Lodge 2 Voyage Safari 2 Sarova Mara Lodge Camp 3 Samburu Intrepids 3 Keekorok Lodge 4 Mara Safari Club 4 Lake Nakuru Lodge 5 Lake Baringo 5 country Club 6 Sarova Lion Hill 6 Lodge 7 Saltlick Safari 7 Lodge 8 Taita Hills Safari 8 Lodge 9 Lake Naivasha 9 Country Club*

5-STAR RATED HOTELS S/ Listed & No selected Hotels 9

Source: Maringa 2007, founded upon the classifications of the Kenya Gazette No 3976 (2003), The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988, Authority of the Republic of Kenya, vol. CV No 62. Random numbers used here were adapted into a two digit version (resulting in a 09, 07, 02, 01, 05, 08, 06, 04, 03 order of selection) from the computer generated Tippets table of four digit random numbers in the Nachmias & Nachmias (appendices). Selected Hotels represented in bold and with an asterix. Where the selected hotel failed to be accessible, then the next in line would be resorted would be the one now featured here.

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The full complement of hotels that were selected in this sample is represented in the table here below for ease of reference. They are arranged along the three spatial

groupings adopted and also in accordance with the four classifications qualified for use in this study.

Table 7: Full complement of hotels that were selected for field survey in all three spatial clusters
2 STAR HOTELS NAIROBI CLUSTER Panafric Hotel RATED 3 STAR HOTELS RATED 4 STAR RATED HOTELS Nil 5 STAR RATED HOTELS Safari park hotel, and Grand Regency Hotel White Sands Hotel

Ambassador Hotel

COASTAL CLUSTER

NATURE RESERVES CLUSTER

Diani Beach Lodge, New lamu Hotel, Giriama Beach Hotel, Coconut Village Hotel, Neptune Beach Hotel, Scopia Villas Hotel, Mwembe Resort, and Peponi Hotel. Fig Tree Hotel, Voyage Safari Camp Ziwani, Mara Intrepids Club, and Little Governors Camp.

Reef Mombasa Hotel, and Beach Hotel

Hotel, Beach Bahari

Severin Sea Lodge

Voyager Safari Lodge, Tree Tops Lodge, Sarova Mara Clamp, Samburu Serena Lodge, and Severin Safaris Camp

The Ark and Finch Haltons Tent Lodge.

Mt Kenya Safari Club

33

Source: Maringa 2007, founded upon the classifications of the Kenya Gazette No 3976 (2003), The Hotel and Restaurants (Classification of Hotels and Restaurants) Regulations, 1988, Authority of the Republic of Kenya, vol. CV No 62. Random numbers used here were adapted into a two digit version (resulting in a 09, 07, 02, 01, 05, 08, 06, 04, 03 order of selection) from the computer generated Tippets table of four digit random numbers in the Nachmias & Nachmias (appendices). Selected Hotels represented in bold and with an asterix. Where the selected hotel failed to be accessible, then the next in line would be resorted would be the one now featured here.

Data was measured on the ordinal scale, considering that the responses that were obtained came in form of opinions (Miller 1991, Emory & Cooper 1995, Shaughnessy & Zechmeister 1997). Improvements in performance that resulted from the introduction of information and communication technologies in hotels were recorded as being active or absent as evaluated by the respondent hotel managers and system administrators in hotels who were interviewed in focused guided interviews using structured survey

interview schedules. Such improvements were assessed on the basis of detectable gains in training, communication, and information search with respect to direct financial costs of acquisition, storage, and distribution. Improvements were probed in the areas of personnel management, hotel infrastructure, and general activity coordination. These three define the support activity level of a hotel that is here also termed the human resource systems.

Table 8: Data collection schedule for performance in the secondary activity of a hotel (use of internal network)
SUPPORT ACTIVITY (Back Office Systems) TRAINING COMMUNICAT ION CO TI MN CO TI MN ST ME P ST ME P 01 02 03 01 02 03 A B A B A B A B A B A B INFORMATIO N SEARCH CO TI MN ST ME P 01 02 03 A B A B A B

RESPONSE CODES 1 2 3 PERSONNEL MANAGEMENT HOTEL INFRASTRUCTURE GENERAL ACTIVITY COORDINATION

MNP: Manpower; A: No=1, B: yes=2. The no response receives a ranked value as it does not necessarily signify an absolute failed response but connotes merely not conspicuous or not quite detectable. These scores are weighted on a scale of 1-6 to translate into 3 & 6 scores respectively. Source: Maringa 2007

34

The study relied on statistical analysis that blends descriptive and

inferential statistics to both identify trends and detect critical patterns

and relationships. The SPSS and Excel software anchored this analysis. 6.0 ANALYSIS The requisite analysis of trends in the Nairobi, Coast and Nature Reserves clusters, and the 2-5 star rated strata of hotels, were therefore adequately characterized by a singular analysis of cost in the training aspect, within the personnel

management function of the secondary activity level in a hotel. The resulting trends were assuredly appropriate to all three functions, as well as their aspects of training, communication, and information search, in so far as efficiency and productivity or performance, as measured by cost in hotels was concerned. These are illustrated in Figure 1 here below.

Figure 1: Distribution of the response of improved performance and implied competitive advantage to the application of ICT in all three functions of the human resource systems

80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

Nairobi

Coast

NReserves

Personnel Hotel General activity management infrastructure coordination

Source: Maringa 2007

All three

35

Here then the Nairobi cluster generally had the highest level of response of rising performance and therefore improved competitive advantage resulting from the application of IT. It recorded 80%,

80%, and 60% yes responses, in three functions of the secondary activity level of hotels respectively that include personnel management, hotel infrastructure, and general activity coordination (Figure 1).

The Nature Reserves cluster came next, with the second highest level of response of rising performance and therefore improved competitive advantage resulting from the application of IT. For the three functions of the secondary or support activity level of hotels, the yes responses recorded were 33.3%, 33.3%, and 33.3% respectively. The Coastal cluster had the least general response or association response of rising performance and therefore improved competitive advantage resulting from the application of IT. This cluster recorded, 0%, 30.8%, and 30.8% yes responses respectively, for the three functions of the secondary or support activity level of hotels (Figure 1). These trends are represented here below in form of a graph. They address cost in training for the three functions of the secondary/support activity level or human resource/back

office systems of hotels. Generally, hotel infrastructure showed the superior response level followed by personnel management, with general activity coordination coming in last (Figure 1). The preceding analysis presented relative patterns between the three clusters of hotels. It was useful to also carry out a similar analysis where relative trends were appreciated in the clusters, but this time between various hotel star ratings. The Nairobi cluster experienced a drop in the response level, and consequently the relationship between improving performance and the arising competitive advantage with the application of ICT between the twostar rated hotels at 100% yes responses and the three-star rated hotels at 50% yes responses. Thereafter, the trend reversed rising to 100% yes response level in the five-star rated hotels (Table 9).

Table 9: Distribution of the response of performance and therefore competitive advantage to the application of ICT in personnel management

2 STAR NAIROBI COAST

(1) 100.00% (2) 25.00%

3 STAR
(1) 50.00% (0) 0.00%

4 STAR
(0) 0.00% (1) 100.00%

5 STAR
(2) 100.00% (1) 100.00%

2-5 STAR
(4) 80.00% (0) 0.00%

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2 STAR NATURE RESERVES ALL THREE

(2) 50.00% (5) 38.46%

3 STAR
(1) 20.00% (2) 20.00%

4 STAR
(0) 0.00% (1) 33.33%

5 STAR
(1) 100.00% (4) 100.00%

2-5 STAR
(4) 33.30% (8) 26.68%

Absolute values represent number of respondent units giving yes response then translated into % of total respondents; Source: Research Data, 2007.

The Coastal cluster also first lost responsiveness of performance to the applications of ICT, and displayed a slackened positive response of rising performance and therefore competitive advantage between the two-star rated hotels at 25% yes responses and the three-star rated hotels at 0% yes responses. After this though there was a drastic rise in the positive response of rising performance and its implied competitive advantage in the fourstar rated hotels at 100% yes responses. The five-star rated hotels retained scores similar to those achieved by their four-star rated counterparts at 100% yes responses (Table 9). In a minor contrast to these trends, the Nature Reserves cluster experienced a consistent drop in the resulting efficiency and productivity of secondary or support activities,

otherwise termed human resource systems. Here positive response of performance and its associated competitive advantage to the application of ICT dropped right along from the two, to the three, and then to the four-star rated hotels, at 50%, 20%, and 0% yes responses respectively. It is only in the fivestar rated hotels that a reversal of this trend became discernible; with the response levels of improved performance and in consequence of competitive advantage to the application of ICT going beyond those that are noted to apply for the twostar rated hotels, at 100% yes responses (Table 9). The trends in effect illustrate the varying strength of the relationship of performance and hence competitive advantage with the application of ICT in the secondary activity level of

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hotels for the Nairobi, Coast and Nature Reserves clusters. The commonality of profile that is evident for the three secondary functions underscores the internal consistency of this activity level and its work processes. Efficiency and productivity in human resource systems, when examined in respect of cost of training in the three functions of secondary activity level of hotels, revealed distinctive internal hierarchies. These three functions, personnel management, hotel infrastructure, and general activity coordination assumed a ranked order of reducing response and therefore of strength in their relationship with the application of

ICT in hotels. In the two-star rated hotels, personnel management and hotel infrastructure took the first position, while general activity coordination came last (Figure 2). In the three, four, and five-star rated hotels all three functions tied, and there was no hierarchy of the levels of response. When all four strata were brought together, the varying levels of response of performance and its implied competitive advantage to the application of ICT emerged once more. Here, Hotel infrastructure led followed by general activity coordination, with personnel management coming at the very bottom of this hierarchy (Figure 2).

Figure2: Distribution of the response of competitive advantage to the application of ICT in all three functions of the human resource systems, for the three clusters combined

38

Source: Maringa 2007

Correlation tests when carried out using the Rank Spearmans Rank Correlation Coefficient test that is sensitive to ranked data or information gathered on the ordinal scale of measurement revealed interesting trends. The secondary activity level achieved significant associations between its functions, and several aspects of computerisation. The number of computers in the finance section of a hotel correlated positively and significantly with all three functions of the secondary activity level in hotels (personnel management, hotel infrastructure, and general activity coordination) achieving a Spearmans rank correlation coefficient-r value of 0.557*. Here the set alpha () error value stood at 0.05 levels (2-tailed). On the other hand, network infrastructure displayed higher, more significant correlation with the same three functions of the secondary activity level in hotels realizing a Spearmans rank correlation coefficient-r value of 0.720**. The set alpha () error value was 0.01 levels (2-tailed). 7.0 FINDINGS The study established a clear dependency of efficient delivery of service in the human resource systems on the application of ICT. Specifically, The Nairobi cluster of hotels dominated in

responsive improved performance to ICT interventions. It was followed by the Nature Reserves cluster. The Coastal cluster of hotels came in last in this hierarchy. There was a pattern where this responsiveness diminished from the 2-star rated hotels to the 3-star rated hotels, to thereafter drastically rise in the 5-star rated hotels. In the 2-star rated hotels, the personnel systems and hotel infrastructure functions of the human resource management led the third function of general activity coordination in responsive improved performance to ICT catalysis. In the 3, 4, & 5-star rated hotels, there was no differentiation in responsiveness for these three functions of human resource systems. The human resource systems achieved significant association between its functions and several aspects of computerisation. The number of computers in finance correlated with all three functions of the human resource systems in hotels, these being personnel management, hotel infrastructure, and general activity coordination. These all attained a correlation coefficient value r of 0.557*, with a set alpha error value () of 0.05 (t-tailed). Network infrastructure displayed higher, more significant correlation with the same three functions of the human resource systems in e-hotels. It realised a Spearmans rank correlation coefficient r

39

value of 0.720**, with a set alpha error () value of 0.01 (2-tailed). 8.0 CONCLUSIONS Human Resource systems in hotels responded increasingly well to the application of ICT with rising hotel star rating, but with a slump in trends in the 3rd and 4th star rating of e-hotels. The general rising response of performance to ICT interventions tallied well with the eventual increases in levels of computerisation and computer literacy along this hierarchy of hotel classification. A rising star rating coincided commonly with advances in hotel facilities and personnel. Better hotel facilities were represented in this research as good profiles of the hotel premises and personnel. This was with respect to, hotels with longer years of operation, higher bed capacities, and increased reliance and with increasing specialisation in systems administration as was necessary to manage communications. Better facilities in this study were represented by the general increase in the size of hotels and the infrastructure especially in the form of computer systems and networks. As such there was an eventual rise of computer literacy, use, and network infrastructure, virtual tours in websites, and the use of e-mail for enquiry in hotel products and services.

From these trends it was clear that a relationship did in actual fact exist between performance of the human resource systems and the application of ICT. The alternate hypothesis (H1 = There is a relationship between the application of information and communication technology & performance in the human resource systems in Kenyan hotels) was therefore accepted, while the null hypothesis (H0 = There is no relationship between the application of information and communication technology & performance in the human resource systems in Kenyan hotels) was rejected. 9.0 RECOMMENDATIONS It is necessary first to re-orient hotels into e-commerce, by raising their ICT status, and thereby converting them into e-hotels. Such a venture should give preference to the following considerations: 1. Improvements to hotel facilities should be made, and more competent personnel employed. 2. There ought to be more investment on computerisation. These computers should be more in number and of the high performance branded types. The requisite updated software also needs to be made available. 3. Emphasis should be laid on computer training, which promotes better and

40

more intense use of computers in hotels. 4. Hotels should build in an efficient IT infrastructure that will include local area networks, competent ISP providers, and a stable telephone service base for Internet. 5. Hotels should set internal IT policies for all operations and services to be computer based, and to promote reliance on e-mail while communicating with customers. Virtual tours need wider use, while affiliate marketing should be emphasised more. In carrying out interventions to improve hotel performance and attain overall improved competitiveness in the market place it is advisable to prioritise catalysis in the areas which show maximum response. Secondarily attention would also be directed towards shoring up those areas and aspects of the human resource systems that come through as being rather dormant. The following order of intervention is therefore advisable: 1. The hotels with low star rating should prioritize investments that improve their physical facilities along with the quality of their personnel. 2. When hotels upgrade to three and four-star rated hotels, they should be properly guided to lay equal emphasis on building physical and

human infrastructure, as well as on improving operations. 3. Urgent up grading of the ICT structures in the Nature Reserves Cluster followed by the Coastal cluster, in order to bring them up to speed with the Nairobi cluster, and in this way afford them improved responsiveness to ICT interventions. 4. Immediate interventions to improve competitive advantage though would be channeled to the high response areas of the overall hotel system. In this regard the Nairobi cluster would receive priority. The Hotel Infrastructure consistently led the other two (personnel management and general activity coordination) as an ideal point of intervention for fast and high response. References Buhalis, Dimitrois, (1997), Information

technology as a Strategic Tool for Economic, Social, Cultural and Environmental Benefits Enhancement of Tourism at Destination Region, Progress
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Tourism and Hospitality Research, 3, pp., 71-93. Braham B, (1988), Computer Systems in the Hotel and Catering Industry, 4th Edition, Butterworth- Heinemann Limited. Buchanan, D & Huczynski, A., (1997), Organizational Behavior: an Introductory Text, 3rd edition, Prentice hall Connolly, J., Olsen, M & Moore, R., (1997), Competitive Advantage Luxury Hotels and the Information superhighway, September 30th Cho, W & Olsen, M., (1998), A case study

Planning and Finance, Republic of Kenya,

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Emory, W. C, and R. Cooper, (1995), Business Research Methods, 5th Edition, McGraw-Hill companies Inc. Rahki P. Madnani, September 2013, Dynamics of commerce in the contemporary business scenario in India (E-Commerce), Episteme, Vol. 2, Issue 2, Bharat College of Commerce, Badlapur, MMR, India. Gregory, S., 1978, Statistical Methods and the Geographer, 4th edition, Longman Group Limited. Hansen, E, L & Owen, R, M., (1995) Evolving Technologies To Drive

to understanding the Impact of Information Technology On Competitive Advantage in the Lodging Industry,
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Arthur Andersen & Co, SC, http://www.hotelonline.com/trends/Andersen/tech.html. Hayslett, H. T., (Advisory editor: Patrick Murphy), 1983, Statistics Made Simple, William Heinemann Ltd. Hoontrakul, Pongsak and Sunil Sahadev, 2005, ICT Adaptation Propensity in the

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Hotel Industry; An Empirical study,

working paper. Kothari,

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Normative Economics chapter 1, pages 14 & 15, http://homes.chass.utoronto.ca/~jheath/ text/MMch1.pdf. Olsen, M, D & Connolly, D.J (2000), ExperienceBased Travel: How

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Guide to authors
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Gashoki, G. Gitonga, 1995, Prevailing Consensus on the Definition of Sustainability in Cities, http//www.brownfutures.jja.kyn/sstbility.htm

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