Reward Management Practices and Performance of Medical Practitioners’ in Kenyatta National Hospital, Nairobi City County, Kenya
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Date
2025-09
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Kenyatta University
Abstract
Kenyatta National Hospital contributes significantly to the well-being of the citizens. However, the performance of the medical practitioners has always been negatively affected by the hospital reward management approach. This is evident from the regular strikes, go slows and related industrial action. Consequently, this paper explored reward management practices’ effects on medical practitioners’ performance at Kenyatta National Hospital. The specific aims of the study included: to establish the effect of job promotion, cash incentives, medical practitioners’ recognition and career development on medical practitioners’ performance. The study’s theoretical scope was underpinned on human capital, equity and Herzberg’s two factor theories. It utilized descriptive research design to identify the patterns or changes of the medial practitioners’ performance in response to reward management styles. The study population comprised all the 620 medical practitioners working at various departments at the facility. 201 medical doctors, nursing officers and clinical staff were recruited using stratified random sampling. These participants answered a structured questionnaire relating to the roles of rewards management practices. A pilot test was conducted involving 22 respondents at Mama Lucy Kibaki Hospital. The results underwent a content validity test. A Cronbach-Alpha index gauged reliability which yielded 0.8 > α ≥ 0.7 was acceptable. A multiple regression analysis was used in the study. That is, each of the independent variables (job promotion, cash incentive, employees’ recognition and career development) were regressed against the performance measures to demonstrate whether a statistically important association existed linking rewards management and medical practitioners’ performance. The outcomes of the tests were triangulated against peer reviewed articles conducted at KNH and otherworld leading healthcare facilities. The results indicated positive relationship with all the studied reward management variables. At 5% level of significance and 95% level of confidence, job promotion had a 0.0015 level of significance; cash incentive had a 0.0044, medical practitioners had 0.0020 level of significance while career development opportunities had a 0.0024 level of significance. Therefore, the order of importance was; job promotion, followed by medical practitioners' recognition, career development opportunities and lastly cash incentives. The study conclude that reward management practices was positively significance to medical workers performances at KNH. The study recommends that KNH implements reward strategies for achieving exceptional achievement.
Description
Research Project Submitted to the School Of Business, Economics and Tourism in Partial Fulfilment of the Requirement for the Award of Degree in Master of Business Administration (Human Resource Management Option), Kenyatta University. September, 2025
Supervisor
Laura Munene