Influence of Adoption of Total Quality Management Practices on Performance of Health Projects: a Case of Margaret Kenyatta Mother Baby Facility, Nakuru County, Kenya
Abstract
One1 of the1 most1 prominent1 developments1 in1 management1 in1 the1 last1 two decades1
has1 been1 the1 adoption1 of Total Quality Management1 (TQM). The1 concept1 TQM begun1
in1 Japan1 in1 the1 early 1980s1 and spread to the1 other parts1 of the1 world where1 the1
topics1 under TQM became1 very instrumental to companies1 that1 utilized, applied and
developed the1 practices1 to improve1 their business1 operations. The1 purpose1 of the1
study was1 to establish the1 influence1 of adoption1 of total quality management1
practices1 on1 performance1 of health projects1 in1 Nakuru East1 Sub-County, Kenya. The1
study aimed to achieve1 the1 following objectives; to determine1 the1 extent1 to which
continuous1 quality improvement1 influences1 performance1 of health projects1 in1 public
health facilities; to examine1 how customer focus1 influence1 performance1 of health
projects1 in1 public health facilities; to assess1 the1 extent1 to which employee1
involvement1 influence1 performance1 of health projects1 in1 public health facilities1 and
finally to determine1 how leadership style1 influence1 performance1 of health projects1 in1
public facilities, Nakuru County, Kenya. The1 study sought1 to test1 the1 following
hypotheses1 at1 95% confidence1 level; continuous1 quality improvement1 significantly
influences1 performance1 of health projects1 in1 public facilities; customer focus1
significantly influences1 performance1 of health projects1 in1 public facilities; employee1
involvement1 significantly influences1 performance1 of health projects1 in1 public facilities;
leadership styles1 significantly influences1 performance1 of health projects1 in1 public
facilities1 in1 public facilities. The1 study would be1 of significance1 to improving the1
operations1 and performance1 of health projects1 in1 public health facilities. The1 study
also would contribute1 to the1 academia and especially the1 field of project1 management.
The1 research study7 adopted7 descriptive7 survey7 research7design. The7 target7
population7 of7 the7 study was1 420 drawn1 from 3 hospital administrators, 3 consultants,
9 pediatric doctors, 15 clinical officers, 40 hospital support1 staff, 100 nurses1 and 250
patients1 in1 Nakuru County, Kenya. A sample1 size1 of 201 participants1 was1 derived7
from7 the7 target7 population7 using7 Krejcie7 and7 Morgan7 Table7 from which
proportionate1 stratified sampling was1 employed to obtain1 a sample1 for each stratum.
Questionnaires7 and7 interview7 guides7 were1 used to7 collect7data. Quantitative7 data7
was1 analyzed7 using7 descriptive7 statistics7 such7 as7frequencies, percentages, mean,
standard7deviation, and7correlation. Inferential7 statistics7 in7 the7 form7 of7 analysis7
of7 variance7 and7 the7 Fisher’s7 test7 was1 used7 to7 test7hypothesis. The1 research
found that1 the1 continuous1 improvement1 choices1 are1 made1 with employee1 input. The1
study also found that1 In1 the1 event1 of an1 emergency, the1 health institution1 has1 a solid
strategy in1 place1 to guarantee1 that1 routine1 patient1 care1 is1 not1 disrupted. The1 research
found that1 it1 was1 not1 certain1 that1 laisse1 faire1 type1 of leadership has1 less1 influence1 on1
performance1 of health projects; and leadership style1 influences1 organization1 culture1 in1
performance1 of health practices. The1 study concluded that1 continuous1 quality
improvement1 had the1 greatest1 effect1 on1 performance1 of health projects1 in1 Nakuru
East1 Sub-County, Kenya, followed by leadership styles, then1 employee1 involvement1
strategy, then1 customer focus1 had the1 least1 effect1 on1 performance1 of health projects1
in1 Nakuru East1 Sub-County, Kenya. The1 study recommends1 that1 the1 health projects1
should fully utilize1 its1 resources1 to enhance1 customer satisfaction. This1 should be1
achieved by ensure1 that1 the1 customer is1 always1 first1 and that1 all their needs1 are1 met1
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in1 a timely manner. It1 is1 recommended that1 the1 top management1 should allocate1
adequate1 resources1 to the1 divisions1 of the1 health projects.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
- Faculty of Arts [629]
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