Management Involvement Practices and Implementation of Healthcare Projects Among Level 6 Hospitals In Kenya: A Case of The Nairobi Hospital.

Abstract

The implementation of healthcare facility projects is crucial for improving patient care and operational efficiency. At The Nairobi Hospital, one of Kenya's premier healthcare facilities, the management's involvement plays a pivotal role in shaping project outcomes. Despite the critical importance of these management activities, there is a need to empirically investigate how they directly influence the success of healthcare projects. The purpose of this study was to evaluate management involvement effect on healthcare facility projects in Kenya with a focus on the Nairobi Hospital. The specific objectives were to determine the extent of management involvement in projects at the Nairobi Hospital, evaluate the implementation of projects at the Nairobi Hospital, and to investigate the effect of management involvement on the implementation of projects at Nairobi Hospital. The study was anchored on the Transformational Leadership Theory, Resource-Based View Theory, and Contingency Theory. The study was conducted through a descriptive research design. The target population was the 230 personnel at Nairobi Hospital arrived at through stratified sampling technique. The sample size was 146 respondents arrived at through Yamane Taro formula. Primary data was obtained from the respondents using a structured questionnaire. Content, construct, and face validity was assessed before data analysis. Descriptive statistics was also employed using central tendency metrics summarization like mean as well as disparities like standard deviation. Inferential statistics was used to determine how management involvement practices influence implementation of projects. From the data analysis, the reliability test confirmed the reliability of the data, generating Cronbach’s alpha values above 0.7 which was the minimum threshold for reliability. In the descriptive statistics, respondents largely agreed with the statements indicating strategic direction, resource allocation, stakeholder engagement, monitoring an evaluation, implementation of projects, and organizational culture. This was indicated by high mean scores that ranged between 3.50 and 4.90. For the inferential statistics, correlation, and regression analysis were performed. The correlation analysis showed positive and significant correlations between strategic direction and implementation of projects 0.562. Secondly, the correlation between resource allocation and implementation of projects was significant, at 0.712. indicating a strong linear correlation between resource allocation and project implementation. Moreover, project implementation also exhibited a statistically significant positive correlation with stakeholder engagement with a Pearson correlation coefficient of 0.917 implying that a strong linear relationship exists between stakeholder engagement and implementation of projects at the Nairobi Hospital. Finally, a strong positive correlation was established between monitoring and evaluation and the implementation of projects at the Nairobi hospital. This was established through a positive Pearson correlation of 0.947 between monitoring and evaluation and implementation of projects. The regression analysis indicat. 93.2% of project implementation is influenced by management involvement. Furthermore, a negative regression coefficient was established between implementation of projects and strategic direction (β = -0.308) while positive relationships were established between implementation and resource allocation (β = 0.211), stakeholder engagement (β = 0.232) and Monitoring and evaluation (β = 0.740) respectively.