Effects Of Strategic Human Resource Management Practices On Performance Of Public Hospitals In Kenya
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The human factor is a critical element in the attainment of quality healthcare services, though its management has been controversial and contentious. Public hospitals are the main referral for many people especially for those who are unable to pay private healthcare services. However, the public hospitals are marred by a lot of Strategic Human Resource Management challenges like employee turnover, low salaries, lack of promotions, lack of training and development and so many others. As a result of this, the health professional staff do engage in constant battles through their unions to seeks attention for collective bargaining agreements and etc., of which some are honored and some ignored leading to perpetual “in and out” of street protests, strikes and even go slows. This study sought to look at SHRM practices at the public hospitals in Kajiado, Kiambu, Machakos, and Nairobi counties and their influence on performance. The study identifies training and development, performance appraisal, recruitment and selection, and staff motivation asthe SHRM practices. The study used a descriptive design, and the target population was 380 respondents out of which a sample of 195was used comprising of Human Resource& administration. Questionnaires were the main tool for data collection. Both descriptive and inferential statistics were conducted. Several tests were done including T-test, F-test, ANOVA, and finally regression analysis. The findings of the study helped determine how the various SHRM practices influence the performance of public hospitals in Kajiado, Kiambu, Machakos, and Nairobi counties. The study found that training and development, performance appraisal, recruitment and selection, and staff motivation all had significant relationship with performance of public hospitals in Kenya. The predictor variables explained 61% of change in performance of public hospitals. The study recommended that similar study to be done on private hospitals, public hospitals in other counties apart from the aforementioned, and other strategic human resource practices to account for 39% change in performance.