TALENT MANAGEMENT CAPABILITY AND ORGANIZATIONAL PERFORMANCE OF REFERRAL HOSPITALS IN KENYA

Richard Achiambo, Prof. Margaret Oloko, Dr. Jared Deya

Abstract


The public health sector is essential to the status and stability of national and regional economies by providing quality and universal health services. However, there is limited consensus on how talent management capability influences the performance of healthcare facilities. The study sought to assess relationship between talent management capability and organizational performance of referral hospitals in Kenya. This study used a descriptive research design. The unit of analysis comprised of referral hospitals in Kenya both national and county. The unit of observation was 159 individuals from the referral hospitals in Kenya. The study conducted a census survey. This study used primary data, which was collected by use of semi-structured questionnaires. A pilot test was conducted to test the validity and reliability of the research instrument. The quantitative data in this research was analyzed by descriptive statistics and inferential statistics using Statistical Package for Social Sciences (SPSS version 24). Data was then presented in tables, charts and graphs. Thematic analysis was used in qualitative data analysis from the open ended questions. The results from qualitative data analysis were presented in a narrative form. The study also used a regression analysis to establish the relationship between the independent variable and dependent variables. The study revealed that talent management capability has a significant and positive effect on organizational performance of referral hospitals in Kenya. The results showed that organizational structure has a statistically significant moderating effect on the relationship between talent management capability, and the organizational performance of referral hospitals in Kenya.The study recommends that referral hospitals in Kenya should give fully paid scholarship to workers who want to advance their studies to help them acquire new knowledge and skills which they can use to improve and the organizational performance.

Key Words: Talent Management, Performance, Health Facilities, Organizational Structure 


Full Text:

PDF

References


Bryman, A. (2013). Integrating quantitative and qualitative research: how is it done?’ Qualitative research, 6(1), 97 – 113.

Dayel, A. L., Debrah, Y. A., & Mulyata, J. (2020).To Explore the Effect of Talent Management Developments in Saudi Healthcare Sector. Management Studies, 8, (1), 1-13.

Dinda, B. & Ojera, P. (2016).Analysis of Service Quality and Organizational Performance of Private Healthcare Facilities in Nairobi County, Kenya. International Journal of Management and Corporate Affairs, 2, 23-43.

Gile, P. P., Samardzic, M. & Klundert, B. (2018).The effect of human resource management on performance in hospitals in Sub-Saharan Africa: a systematic literature review. Retrieved from https://core.ac.uk/download/pdf/160481687.pdf.

Giniunienea, J. & Jurksiene, L. (2015). Dynamic Capabilities, Innovation and Organizational Learning: Interrelations and Impact on Firm Performance. Procedia - Social and Behavioral Sciences, 213, 985 – 991.

Hassan, A. A. (2016). Effects of dynamic capabilities on strategy implementation in the dairy industry in Kenya. International Academic Journal of Human Resource and Business Administration, 2 (2), 64-105.

Ingram, T. & Glod, W. (2016).Talent Management in Healthcare Organizations - Qualitative Research Results. Procedia Economics and Finance, 39, 339-346.

Kaleem, M. (2019).The Influence of Talent Management on Performance of Employee in Public Sector Institutions of the UAE. Public Administration Research 8(2), 8-23.

Li, H., Zolbin, M.G. & Krimmer, R. (2022).Well-Being in the Information Society: When the Mind Breaks. New York: Springer.

Ministry of Health (2018).Health Sector: Human Resources Strategy 2014-2018. Retrieved from http://www.health.go.ke/

Ministry of Health (2019).Kenya Harmonized Health Facility Assessment 2018/2019. Retrieved from https://www.health.go.ke

Ministry of Health (2021).Health Sector: Human Resources Strategy. Retrieved from http://www.health.go.ke/

Mukuna, N. (2016). The Effect of ICT Adoption on the Performance of Health Sector in Kenya: A survey of Hospitals in Nairobi County. International Journal of Technology and Systems, 1(2), 12 – 29.

Mulaki, A. & Muchiri, S. (2019) Kenya Health System Assessment. Washington, DC: Palladium, Health Policy Plus.

Ndambuki, J. (2013). The level of patients’ satisfaction and perception on quality of nursing services in the Renal unit, Kenyatta National Hospital Nairobi, Kenya. Open Journal of Nursing, 3(2), 186-194.

Nshimiyimana, C. (2021). Effect of Strategic Alliance Management on the Performance of Microfinance Institutions in Rwanda. International Journal of Scientific and Research Publications, 11(5), 167-189.

Obiedat, B. Y.,Yassin, H., & Masadeh, R. (2018). The Effect of Talent Management on Organizational Effectiveness in Healthcare Sector. Modern Applied Science; 12, (11), 78-96.

Odwaro, N.C., Abongo, B. & Mise, J.K. (2022). Effect of Dynamic Capabilities on Performance of Banks. European Journal of Business and Management Research, 7(3), 209-238.

Orwa, B. H., & Njeri. K. J. (2017). An Empirical Study of Challenges Affecting Implementation of Talent Management in the Public Sector in Kenya. International Journal of Humanities and Social Science, 4(7), 217-231.

Quagraine, N., & Li, C. & Nana, Q..(2021). Dynamic Capabilities and Competitive Advantage of Telecommunication Companies in Ghana. The Role of Innovation Capability. International Journal of Scientific Research in Computer Science Engineering and Information Technology, 7, 146-160.

Rehman, K., &Z afar, S. (2017). Impact of Dynamic Capabilities on Firm Performance: Moderating Role of Organizational Competencies. Sukkur IBA Journal of Management and Business, 2, 18-40.

Sayinzoga, F. & Bijlmakers, L. (2016). Drivers of improved health sector performance in Rwanda: a qualitative view from within. BMC Health Serv Res, 16, 123-132.

Tetik, S. & Zaim, H. (2021). Effects of Talent Management Practices on Organizational Engagement: A Quasi Experimental Study. Eurasian Journal of Business and Economics, 14(27), 91-109.

Wamwangi, F. M. &Kagiri, A. (2018). Role of talent management programmes on employee performance in professional consultancy services firms in Kenya. European Journal of Business and Strategic Management, 3(3), 56-73.

World Health Organization (2022).Primary health care strategy improves access to essential and life-saving health services. Retrieved from https://www.who.int


Refbacks

  • There are currently no refbacks.