STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF PUBLIC HOSPITALS IN NAIROBI CITY COUNTY, KENYA
STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF PUBLIC HOSPITALS IN NAIROBI CITY COUNTY, KENYA
Naomi Musekia Tumate - Masters Student, Department of Public Policy and Administration, Kenyatta University, Kenya
Jane Njoroge - Lecturer, Kenyatta University, Kenya
ABSTRACT
Strategic management practices remain important, regardless of the size of the organization. Performance depends on the external climate and how assets are adjusted internally to take advantage of opportunities and fill their shortages. The medical field is an integral part of a fast-growing economy as it speaks to the well-being and livelihoods of the country. Despite their importance, strategic producers are not focused on their organizational execution, and information on their productivity and validity is limited and lacking. This study therefore aimed at determining the influence of strategic management practices on the performance of public hospitals in Nairobi City County, Kenya. The survey objectives were; to assess the influence of planning practices on performance of public hospitals, to determine the influence of implementation practices on performance of public hospitals and to find out the influence of evaluation practices on performance of public hospitals in Nairobi City County, Kenya. The study was guided by the Management by Objectives Theory and Resource Based View Theory. A descriptive survey research design was utilized in this survey. The survey targeted 1500 employees working at public hospitals in Nairobi City County. Stratified random sampling was utilized in selecting 150 employees. The questionnaire was used for data collection. Pilot study was carried out to enhance validity and reliability of study tools. The collected information was edited, cleaned and coded into statistical package for social sciences for analysis. Quantitative data was analyzed descriptively and inferentially. The analyzed data was displayed through frequency tables, percentages, charts and graphs. From the findings, it noted that planning practices, evaluation practices and implementation practices significantly affect the performance of public hospitals. Also, the results showed that the coefficient of adjusted R2 was 0.826, or 82.6 percent. This demonstrates how planning practices, evaluation practices and implementation practices can together account for 82.6% of changes in the performance of public hospitals. The study comes to the conclusion that strategic management practices like planning practices, evaluation practices and implementation practices have a statistically significant impact on how well public hospital perform. The study recommends that the top management of the firm should take into account adopting strategies like investing more funds to physical and human resources. To create long-lasting gains, organizations must carefully consider the tactics they intend to implement.
