Investigating the relationship between medical staff training and organisational performance : a case study of Kenyatta National Hospital
This study investigated the relationship between the training of Medical staff at Kenyatta National Hospital and the performance of the hospital. The perception was that training of Medical staff had not translated into improved organizational performance at the Kenyatta National hospital during the period 2008 to 2012. The study explored the selection process for training of medical staff, the type of training offered and barriers that hinder transfer of knowledge in the hospital. The study gives stakeholders a deeper understanding of the relationship between medical staff training and institutional performance. This is a case study research using both quantitative and qualitative methods within a single–phase of data collection and analysis. Primary data was collected using questionnaires administered to medical staff and face-to-face in-depth interviews with key informants. Secondary data is obtained from review of documents. The procedures for selection of staff for training are not well understood by the staff. The study reveals that a thorough training needs assessment is not consistently done at the hospital, leading to possible bias in the selection of staff to be trained. Transfer of knowledge in the institution is hampered by lack of proper channels of communication and low staff motivation. Multiple regression analysis of the independent variables revealed improved organizational performance following the introduction of the moderating variables (organizational support and motivation) with the coefficient of determination (R2) = 0.452.Staff training had a 10.2% effect on performance explained by two variables: selection procedure and transfer of knowledge. The study recommends periodic training needs assessments to identify staff capacities and training needs as well as selection of training programmes aligned to the hospital‟s strategic focus. The study was limited in that it was a case study in single institution and the findings may not be fully replicable across multiple cases. Limited automation in the hospital was another challenge that was overcome through triangulation. Further research is suggested after changes in the design and management of health delivery systems using quality management approaches. A study of the effect of organizational culture on the performance of Kenyatta National Hospital may provide useful insights.