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 xiii in1 a timely manner. It1 is1 recommended that1 the1 top management1 should allocate1 adequate1 resources1 to the1 divisions1 of the1 health projects.