Employee Participation and Performance of Kenyatta National Hospital in Nairobi City County, Kenya
Nyawira, Githinji Susan
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The country's current economic and social situations have had a negative impact on the delivery of health care services. Employee participation is one of the key values, which strives to have the right people with the necessary talents and attitude, as well as financial sustainability. The Kenyatta National Hospital, however, continues to suffer from inefficiency, low service quality, and consumer dissatisfaction. Therefore, this study sought to investigate the influence on employee participation on performance of Kenyatta National Hospital in Nairobi City County, Kenya. The study specifically examined the influence of consultative management, collective bargaining, employee delegation and employee job enrichment on the performance. Administrative management theory, human resource management theory, and equity theory lead the research. The study employed a descriptive research design. Kenyatta National Hospital will serve as the unit of analysis, while 911 Kenyatta National Hospital personnel from ten departments served as the unit of observation. A sample method was used to classify respondents by departments to ensure that all conditions were represented. The random selection process was used to select respondents. A total of 278 people, or 30.5 percent of the total population, were taken. In order to collect data, a questionnaire was used. At Kenyatta National Hospital, there were 28 participants in the experimental study who were left out of the final analysis. To ensure that the surveys are written in clear, understandable language and that the questions are valid, the researcher tested their content validity. The reliability was assessed using the Cronbach alpha test. Descriptive statistics like mean and standard deviation were used to evaluate quantitative data. Tables and figures were used to present the data that was looked at. Due to the fact that there were numerous explanatory variables in this study, inferential statistics were also performed using correlation analysis and multiple regression analysis. According to the study's t-value (t=2.781, p 0.05), consultative management had a positive and significant impact on performance. According to the study's t-value (t=2.980, p 0.05), collective bargaining had a positive and significant impact on performance. According to the study's t-value (t=3.313, p 0.05), employee delegation had a positive and significant impact on performance. According to the study's analysis of the t-value (t=1.532, p 0.05), job enrichment had a positive and significant impact on performance. The study concluded that the hospital had a very effective of implementation of consultative management strategy which improved their performance through openness/respect, sharing of information and suggestion plans. Through collective bargaining strategy the hospital was able to effectively implement Trade union participation (CBAs), create a positive work environment and mutual relationship that led to improved performance. The hospital had effective employee delegation process through participation, trust and skill development and through employee job enrichment the hospital was able to improve its performance through giving employees obligation, independence and timely response. The study recommended that the hospital should be aware of its business environment. This entails conducting a critical analysis of both the internal and external business environments. Collective bargaining should be used as a tool in establishing working conditions, pursuing strategic and commercial goals, and implementing strategic plans such as the Labour Management Plan. The hospital should communicate the task and its specific instructions to the designated employee in a clear and concise manner. The hospital's management should keep varying the task by assigning a variety of jobs to its employees. Employees who are taking on new tasks for the first time should always be given feedback.