On-The- Job Training Strategies and Organizational Performance of Kenyatta National Hospital

Abstract

Training is considered to be one of the main concepts of human resource management. In government institutions, it is used to enhance the skillsets and capabilities of how to improve service delivery to the public by making it faster, more efficient and more convenient. On the job training enables workplace expectations, equipment operation as well as any other skill needed to perform their jobs. Public hospitals in Kenya have experienced poor outcomes, with healthcare systems unable to function effectively and efficiently unless highly motivated human resources are given a favorable working environment. In order to make healthcare especially in the public sector more efficient and effective, it is important that the staff at heath institutions should function at peak productivity. The purpose of this study was, therefore to establish the effect of on the job training strategies on organizational performance of Kenyatta National Hospital. Specifically, the study examined the effect of coaching, mentorship, job rotation and apprenticeship on organizational performance of the Kenyatta National Hospital. The study was guided by the knowledge based theory, the human capital theory and Social learning theory. The target population was 4955 KNH employees, including nurses, pharmacists, medical officers and lab technicians. Simple and stratified sampling was used to obtain a sample size of 347 respondents. The data was collected using structured questionnaires for the employees. The study performed pilot testing to assess the accuracy and consistency of the research tools. Data analysis process was aided by SPSS software involving descriptive statistics; mean, frequencies, percentages, and standard deviation. Additionally, regression analysis was performed to determine the effect of independent variables on dependent variables. The findings were displayed using visual representations using graphs and tables. The findings revealed that the independent variables, namely coaching, mentorship, job rotation, and apprenticeship, collectively explained 62.7% of the variation in organizational performance at Kenyatta National Hospital (R-squared = 0.627, Adjusted R-squared = 0.612). The ANOVA results confirmed the model's significance (F = 133.810, p = 0.000). Regression analysis indicated positive and significant relationships between organizational performance and coaching (β = 0.198, p = 0.008), job rotation (β = 0.415, p = 0.000), and apprenticeship (β = 0.172, p = 0.046). Mentorship showed a positive but insignificant effect (β = 0.047, p = 0.575). These findings suggest that enhancing coaching, job rotation, and apprenticeship programs can significantly improve organizational performance at Kenyatta National Hospital. This study concludes that on-the-job training strategies, including coaching, mentorship, job rotation, and apprenticeship, significantly affect the organizational performance of Kenyatta National Hospital. In view of the findings, the study recommends that the management of Kenyatta National Hospital (KNH) should prioritize and invest in enhancing their on-the-job training strategies, specifically focusing on coaching, job rotation and apprenticeship programs.