| dc.description.abstract | The main purpose of the study was to determine the Strategic planning practices adopted
by Kenyatta National Hospital and how these practices have influenced the performance
of the hospital. The findings from this study may particularly be useful in providing
additional knowledge to the hospital and other organizations on strategic planning
practices adapted so as to remain competitive. The research design that was used in this
study was case study. Primary data was collected using interview guide. The researcher
interviewed eight (8) managers in the Executive Management Committee of the hospital.
The researcher used content analysis to analyse the data through describing phenomena,
classifying it and seeing how the concepts interconnect. It is established that Kenyatta
National Hospital has a well-founded strategic planning system. The hospital adapted
strategic planning from year 2005 and is in the third cycle. The first two strategic plans
were based on log frame framework but the third strategic plan (2013-2018) is based on
Balance Score Card approach. Strategic planning process of the hospital is participatory
which involves consultations with different players in the hospital. However, on the
ground, more intense consultations are undertaken by managers and the lower cadres are
marginally involved. The hospital has a documented Vision and Mission which are
displayed in all offices, open spaces and on all official documents. The same are also on
audio recording in the telephone system. The strategic plans are approved by the Board of
the Management prior to implementation. The implementation of the strategic plan is
spearheaded by the planning department and is cascaded in the hospital through
individual managers‟ performance contracts. Each department is expected to draw its
own objectives from the strategic plan. It was however found that the parameters of the
performance contracts are not exactly a replica of the strategic plan and this is explained
by the fact that such parameters are drawn by the central government and they change
every year, whereas the strategic plan has a continuous five years period life. The overall
implementation of the strategic plan has over the years been below fifty per cent. The
dismal performance can be traced to lack of staff commitment, especially clinical staff,
external political interference, poor finance base, low automation and obsolete
equipment. Nevertheless, it was found that the performance of the hospital has been
positively influenced by strategic planning. From customers and employee satisfaction
surveys, it is evident that performance has improved, in spite of uncontrollable factors,
the hospital finance base has improved and from the findings the hospital has made great
strides during the era of strategic planning more than any other period in the history of
the hospital. This then justifies the notion of the study that strategic planning improves
organizational performance. | en_US |
