Browsing by Author "MIRIAM MUTINDI MULLI"

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    CHANGE MANAGEMENT AND PERFORMANCE OF SELECTED PRIVATE HOSPITALS IN NAIROBI CITY COUNTY, KENYA
    (THE CATHOLIC UNIVERSITY OF EASTERN AFRICA, 2025-09) MIRIAM MUTINDI MULLI
    Change management in healthcare refers to the structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state while minimizing resistance and maximizing engagement. Organizations have been faced with stiff competition pushing them to alter their status score and switch to the most accepted methods of business operations. For one to stand out therefore, change is inevitable. This study sought to evaluate the effect of change management on performance of selected private hospitals in Nairobi City County, Kenya. The study specifically sought to establish the effect of leadership role, examine the effect of resource allocation, explore effect of organizational culture and investigate the effect of organizational policies on performance of selected private hospitals in Nairobi City County, Kenya. The study was anchored on change leadership theory, contingency theory, resource based view theory, organizational culture theory and systems theory. This study adopted descriptive research design. The target population comprised of 234 operations managers, human resource managers and finance managers working in selected private hospitals in Nairobi City County in Kenya. Stratified random sampling technique was used to select a sample of 147 respondents. Primary data was collected using a structured questionnaire while a data collection form was used to extract secondary data from financial yearly reports covering performance, specifically total revenue and profit margins from 2020 to 2024. Data was analyzed using SPSS version 27. The correlation results showed that leadership role had a positive correlation with performance of selected private hospitals in Nairobi City County (0.716**).The regression revealed that leadership role showed a strong positive and significant relationship with the performance (β = 0.400, t=4.823, p = 0.000). In addition, the study found that resources allocation had a positive correlation with performance of selected private hospitals in Nairobi City County (0.551**). The regression results revealed that resources allocation had a negative and insignificant relationship with the performance (β =-0.122, t=-1.562, p = 0.121). It was also found that organizational culture had a positive correlation with performance of selected private hospitals in Nairobi City County (0.710**). The regression results showed that organizational culture has a positive but insignificant effect (β = 0.010, t=0.141, p = 0.888). Another finding was that organizational policies had a strong positive correlation with performance of selected private hospitals in Nairobi City County (0.810**). The regression results showed that organizational policies had a positive and significant relationship with the performance (β = 0.589, t=5.338, p = 0.000). The study recommends that the management should take adequate time to comprehend the underlying root cause for the employees resisting some aspects of the change process. It is also recommended that the management should organize for frequent and adequate training of employees based on needs assessment. Another recommendation is that the management should focus on instilling shared values to the employees. It is further recommended that the risk transference policies should be fully implemented.