Browsing by Author "Nyungu, Lillian Mwaka"

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    Strategic Management Drivers and Performance of Level Four and Five Private Hospitals in Mombasa County, Kenya
    (Kenyatta University, 2024-11) Nyungu, Lillian Mwaka
    Healthcare quality for private hospitals in the county has been a sharp focus and hence the growth rate has declined to 5.2% in 2018, 3.5% in 2019, 2.3% in 2020 and 1.7% in 2021. It is in this regard that the researcher seeks to examine the effect of strategic management driver on the performance of level four and five private hospitals in Mombasa County. The study was based on the following specific objectives: To determine the effect of strategic technology orientation,2strategic customer focus, strategic human resource2practices, and strategic quality 2planning 2on 2the 2performance of 2level 4 and 52private hospitals in Mombasa County, Kenya. To underpin the study, survival-based theory, customer2relationship management theory, expectancy2theory and Deming’s theory2of2quality management2were used. The study2adopted a cross-sectional research design and2targeted 261 employees from top and middle level management from eight level five and four2private hospitals:2Mombasa Hospital, Premier Hospital, Pandya Hospital,2Aga Khan Hospital, Jocham Hospital, Sayyida Fatima Hospital, Avenue2Healthcare Hospital and AAR Hospital. The2study used Yamane’s formulae to2determine a sample2of 1582employees from the2eight hospitals. The study used structured questionnaires2to gather primary data from the2employees which was analyzed using SPSS2version 26, where descriptive and2inferential statistics2was used, and the results presented2in2the2form of tables. Before conducting the2main study, a2pilot2study was conducted among 16 employees of level five2hospital in Nairobi County to examine reliability and validity2of the research2instrument. Out the 158 questionnaires2distributed2119 questionnaires2were returned.2Strategic2technology orientation has2an unstandardized coefficient 2(B) of .653, with a standard error of .101. The t-value of 6.465 and2a significance level2(p-value) of less than2.0012(.000)2suggest2that strategic technology orientation2has2a2statistically significant positive2impact on2hospital performance.2Strategic customer focus shows2an unstandardized coefficient of .515 with a standard error of .166, and2a standardized coefficient of2.477. With a t-value of 3.102 and a p-value of2.002, this variable also significantly2predict hospital2performance, indicating a substantial positive 2impact 2when 2other 2variables 2are 2held constant. 2Strategic 2human 2resource 2practices with hospital2performance (B=.507,nt2=23.812, p< 2.001), suggesting2a2positive contribution to performance2when2accounting for the influence of other variables. Strategic technology orientation emerged as2a critical factor, highlighting the2importance2of2adopting advanced technologies2and fostering2a2culture of continuous learning2and 2innovation 2within hospital operations. Strategic customer focus was identified as another pivotal driver, underscoring the need for hospitals to prioritize patient-centered approaches that value patient satisfaction, engagement, and personalized care. The role of strategic human resource practices in influencing hospital performance cannot be overstated. Furthermore, strategic quality planning was shown to play a vital role in improving hospital performance. For hospital administrators, the practical implementation of advanced technology stands out as a cornerstone for improving operational efficiency and patient care. On the policy front, recommendations include the development and enforcement of comprehensive quality standards for hospitals. For hospital administrators, the practical implementation of advanced technology stands out as a cornerstone for improving operational efficiency and patient care. By incorporating electronic health records, telemedicine, and digital health solutions, hospitals can offer more accessible, efficient, and effective healthcare services. Additionally, adopting a patient-centered approach is vital.
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    Strategic Management Drivers and Performance of Level Four and Five Private Hospitals in Mombasa County, Kenya
    (IAJEF, 2024-09) Nyungu, Lillian Mwaka; Wainaina, Lawrence
    Healthcare quality for private hospitals in the county has been a sharp focus and hence the growth rate has declined at 5.2% in 2018, 3.5% in 2019, 2.3% in 2020 and 1.7% in 2021. It is in this regard that the researcher seeks to examine the effect of strategic management driver on the performance of level four and five private hospitals in Mombasa County. The study was based on the following specific objective: To determine the effect of strategic technology orientation on the performance of level 4 and 5 private hospitals in Mombasa County, Kenya. To underpin the study, survival-based theory and Deming’s theory of quality management were used. The study adopted a cross-sectional research design and targeted 261 employees from top and middle level management from eight level five and four private hospitals: Mombasa Hospital, Premier Hospital, Pandya Hospital, Aga Khan Hospital, Jocham Hospital, Sayyida Fatima Hospital, Avenue Healthcare Hospital and AAR Hospital. The study used Yamane’s formulae to determine a sample of 158 employees from the eight hospitals. The study used structured questionnaires to gather primary data from the employees which was analysed using SPSS version 26, where descriptive and inferential statistics was used, and the results presented in the form of tables. Before conducting the main study, a pilot study was conducted among 16 employees of level five hospital in Nairobi County to examine reliability and validity of the research instrument. Out the 158 questionnaires distributed 119 questionnaires were returned. Strategic technology orientation has an unstandardized coefficient (B) of .653, with a standard error of .101. The t-value of 6.465 and a significance level (pvalue) of less than .001 (.000) suggest that strategic technology orientation has a statistically significant positive impact on hospital performance. Strategic technology orientation emerged as a critical factor, highlighting the importance of adopting advanced technologies and fostering a culture of continuous learning and innovation within hospital operations. For hospital administrators, the practical implementation of advanced technology stands out as a cornerstone for improving operational efficiency and patient care. On the policy front, recommendations include the development and enforcement of comprehensive quality standards for hospitals. For hospital administrators, the practical implementation of advanced technology stands out as a cornerstone for improving operational efficiency and patient care. By incorporating electronic health records, telemedicine, and digital health solutions, hospitals can offer more accessible, efficient, and effective healthcare services. Additionally, adopting a patient-centered approach is vital.