Graduate Thesis Master of Business Administration University of Rizal System Binangonan 2025

Includes bibliographical references

This study assessed the management practices and service quality of beauty salon businesses in the Province of Rizal. It identified the business profile regarding the number of employees, capital, years of operation, services offered, client volume, schedule, and ownership. It also evaluated the extent of management practices using the Plan-Do-Check-Act (PDCA) framework and the level of service quality based on Tangibility, Reliability, Responsiveness, Assurance, and Empathy. The study examined the business profile of beauty salons, the extent of their management practices, the level of service quality perceived by stakeholders. and the significant differences and relationships among these variables. It identified the challenges encountered by salon businesses and proposed an output based on the findings. Quanttative data were analyzed using descriptive statistics, ANOVA, and Pearson correlation, while qualitative responses were examined through thematic analysis. descriptive-correlational research design was employed. Respondents included 67 owners or managers, 67 employees (hairdressers or nail technicians), and 177 customer respondents from 14 municipalities of Rizal province. Stratified random sampling was used as it ensured balanced representation across respondent groups. The primary data collection tool was a structured questionnaire supplemented with interview questions for owners and managers to identify operational challenges. The study found that most beauty salons in Rizal were small-scale, with limited staff and capital, and had been operating for three years or less. Haircuts and basic nail care were the most common services offered at affordable rates. Most salons served 31-60 clients weekly, operated flexibly, and rented their business spaces. Management practices based on the PDCA cycle were highly implemented, particularly in the "Do" and "Act" phases, with safety and hygiene protocols being top priorities. However, staff training remained an area for improvement. Service quality was rated very high across all dimensions, with Empathy and Responsiveness receiving the highest scores, indicating strong customer focus and adaptability. Significant differences in management practices and service quality were found only in initial and present capital. Other profile variables showed no significant effect. Significant differences were observed in Reliability and Responsiveness based on the services offered and client volume, while the physical setup of the salon notably influenced Tangibility. A strong positive correlation (r = .660 -810, p = 000) between management practices and service quality confirmed that better PDCA led to higher service performance. Qualitative responses revealed common challenges such as difficult clients, employee issues, low revenue, and informal management systems. Beauty salons in Rizal were mostly small-scale, young businesses with limited capital but high customer satisfaction. Financial capacity significantly influenced management practices and service quality, while other business