Mashedi, Festus MunamezaMunene, Laura2025-10-062025-10-062025-08Mashedi, F. M., & Munene, L. (2025). Reward management practices and medical practitioners’ performance in Kenyatta National Hospital, Nairobi City, Kenya. The Strategic Journal of Business & Change Management, 12 (3), 628 – 649. http://dx.doi.org/10.61426/sjbcm.v12i3.3353https://ir-library.ku.ac.ke/handle/123456789/31568ArticleKenyatta National Hospital contributes significantly to the well-being of the citizens. However, the performance of the medical practitioners at the hospital has always been negatively affected by its 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 simple 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 was utilized to gauged reliability which yielded 0.8 > α ≥ 0.7 was acceptable. A simple 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.enArticle