Change Management Practices and Performance of Public Healthcare Institutions in Kenya: A Case of Kenyatta National Hospital.
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Date
2024
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Daystar University, School of Business and Economics
Abstract
Performance of Kenyatta National Hospital (KNH) is characterized by a number of twists and turns. There have been efforts to transform KNH and other public institutions in the Kenya’s healthcare industry since independence in 1963. Despite adopting the transformations, the hospital is still characterized by a number of challenges which include low patient satisfaction, long turn-around of services, and low revenue growth amongst others. This study therefore examined the effect of change management practices on performance of healthcare institutions in Kenya using Kenyatta National Hospital as a case example. The objectives of the study included establishing the effect of strategy on the performance of public healthcare institutions in Kenya, evaluating the influence of leadership style on performance of public healthcare institutions in Kenya and assessing the role of structure and systems on performance of public healthcare institutions in Kenya. The study adopted four theories which include, McKinsey 7s theory, Kurt Lewin’s Model theory, Contingency Theory and Resource-Based View Theory. The study was anchored on the McKinsey’s elements that influences performance of an organization. The study used descriptive and correlational research designs. The study was carried out at Kenyatta National Hospital in Kenya with a total population of 4,613 staff members. The target population was made up of 200 staff members which will include the senior management, middle managers and supervisors via census approach. The sample size for the study was 154. Structured questionnaires were used to collect primary data. The questionnaires were administered through a drop and pick technique. A simple random sampling was used to get the participants from each category. Content validity was used to test for validity with a content validity index of 0.81. Cronbach Alpha coefficient was used in testing reliability. The relationship between the dependent variable and the independent variables was tested using correlation analysis and linear regression analysis. The data was analyzed using both descriptive and inferential statistics on SPSS software in order to achieve the objectives of the study. The results have been presented in form of figures and tables. From the research findings, the study found a significant impact of the independent variables on performance of the hospital based on regression analysis as follows: Strategy (r = 0.457, p < 0.001), leadership style (r = 0.399, p < 0.001), structures and systems (r = 0.399, p < 0.001) and government policies (r = 0.468, p < 0.001). There was also a significant moderating effect on performance of the hospital by government policies and regulations. Finally, the study established a significant positive correlation between change management practices and organizational performance at the Kenyatta National Hospital with a moderating effect of the government policies and regulations. Thus, further studies should focus on the other factors that affect performance of the organization. These study findings will go a long way in describing how to manage the evolving changes in the socio-political environment and the shortfalls of the previous studies.
Description
MASTER OF BUSINESS ADMINISTRATION in Strategic Management
Keywords
Performance of Kenyatta National Hospital (KNH), Change Management Practices, Structure and systems
Citation
Omondi, F. (2024). Change Management Practices and Performance of Public Healthcare Institutions in Kenya: A Case of Kenyatta National Hospital. Daystar University, School of Business and Economics.