ISSN: 2222-6990
Open access
The study’s aim was to establish the influence of total quality management practices on service delivery in public health facilities in Kisumu East Sub-county, Kenya. The aspects of total quality management practices investigated in this study were: management commitment, staff training, employee involvement and continuous improvement. Descriptive survey research design method was used by the research study. The target population was the medical personnel: The facility doctor/nurse/clinician in-charges, Pharmacy technicians, Laboratory technicians, Nurses from 10 health facilities in Kisumu East Sub-county, Kenya. The study did a census on all the 10 health facilities, the researcher picked 4 respondents from each facility: 1 facility doctor/nurse in-charges, 1 Pharmacy technicians, 1 Laboratory technicians and 1 Nurses. Purposive sampling technique was used to pick the 1 facility doctor/nurse in-charges, 1 Pharmacy technicians and 1 Laboratory technician because most public health facilities just have one personnel in those position. Simple random sampling was used to pick one nurse of the 1-5 that work in those health facilities. The study used questionnaires for data collection. To ensure the validity of the instruments experts were engaged in to review it and make recommendations. Test-retest technique was used to measure and enhance the questionnaires’ reliability. Both descriptive and inferential statistics were used to analyse the data. The findings revealed that there was a significant moderate positive relationship between managerial commitment and service delivery r=0.588** p?0.05.The study established that there was a significant moderate positive relationship between staff training and service delivery r=0.473**.It was established that there was a significant moderate positive relationship between employee involvement and service delivery in public healthcare facilities in Kisumu East Sub-county, Kenya r= .567**, p?0.05.It was found out that there was a significant strong positive relationship between continuous improvement and service delivery in public health facilities r=0.860**,p?0.05.The county government need to further enhance managerial commitment in implementing total quality management practices in the facilities. The county government needs to come up with a policy to ensure regular and systematic on-job training to all the medical personnel in Kisumu East Sub-county, Kenya. The health facility in-charges and the management boards need to institutionalize employee engagement by coming up with a clear framework that shall create a platform for employee participation in total quality management in public health facilities in Kisumu East Sub-county, Kenya. The County government of Kisumu needs to document and sensitize all the health facilities the continuous improvement strategy for healthcare.
Ahire, S. L., Golhar, D. Y., & Waller, M. A. (2006). Development and validation of TQM implementation constructs. Decision Sciences, 27 (1), 23–55.
Coile, R. C. (1990). Outcome Management. The New Medicine. Md. : Aspen publishers.
Dale, B. G., & Plunkett, J. J. (2000). Managing Quality. Hertfordshire: Philip Allan.
English, M., Lanata, C., Ngugi, I., Smith, P. C. (2006).The district health facility.In Disease Control Priorities in Developing Countries. 2nd edition. Edited by Jamison D, Alleyne G, Breman J, Claeson M, Evans D, Jha P, Mills A, Measham A. Washington DC: World Bank; 2006:1211 –1228.
Gibbons, J., & Schutt, R. (2010). A Global Barometer for Measuring Employee Engagement. New York: Conference Board.
Government of Kenya. (2010). Kenya Health System Assessment 2012.Nairobi: Government printer.
Harmon, J., & Behson, S. J. (2007). Links among High-Performance Work Environment, Service Quality, and Customer Satisfaction: An Extension to the Healthcare Sector. Journal of Healthcare Management 52: 109–24.
Heskett, J. L., Sasser, W. E., & Wheeler, J. (2008). The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage. Boston, MA: Harvard Business Press.
Huq, Z. (2005). Managing change: A barrier to TQM implementation in service industries”, Managing Service Quality, 15(5), 452-469.
Jannadi, B., Al-Shammari, H., Khan, A., & Hussain, R. (2008). ‘Current Structures and Future Challenges for the Healthcare System in Saudi Arabia’, Asia Pacific Journal of Health Management, 3 (1), 43-50.
Juran, J. M. (1988). Juran on Planning for Quality. New York: The Free Press.
Lowe, G. (2010). Creating Healthy Organizations. How Vibrant Workplaces Inspire Employees to Achieve Sustainable Success. Toronto, ON: Rotman/UTP Publishing.
Ludwig von Bertalanffy. (1968). General System Theory: Foundations, Development, Applications. New York: George Braziller.
Macey, W. H., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology1,3–30.
Motwani, J., Klein, D., & Navitskas, S., (1999). Striving towards Continuous Quality Improvement: A Case Study of St. Mary’s Hospital. Health Care Manager 18 (2), 33-40.
Rad, A. M. (2005). “A survey of total quality management in Iran Barriers to successful implementation in health care organizations”, Leadership in Health Services,18 (3),12-34.
Rad, A. M. M. (2006). The impact of organizational culture on the successful implementation of total quality management. The TQM Magazine, 18 (6), 606-625.
Republic of Kenya. (2011). Kenya Demographics Profile. Nairobi: Government Printer.
Republic of Kenya. (2001). Delivery of Health Services, Report and Recommendations. Nairobi: Government Printer.
Schalk, R., & Dijk, W. V. (2005). Quality management and employee commitment illustrated with examples from Dutch health care. International Journal of Health Care Quality Assurance,18 (3), 170-178.
Taylor, W. A., & Wright, G. H. (2003). The impact of senior managers’ commitment on the success of TQM programs: an empirical study. International Journal of Manpower, 24 (5), 535-550.
The Ministry of Economy and Planning. (2000). The Seventh Development Plan, Ch 12, The Ministry of Economy and Planning, Saudi Arabi. Retrieved from http://www.mep.gov.sa/themes/Dashboard/index.jsp#1422992268750.
Turin, D. R. (2010). Health Care Utilization in the Kenyan Health System: Challenges and Opportunities. Retrieved from http://www.studentpulse.com.
Van der Westhuizen, L., and Fourie, M. (2002).Quality Assurance in International, African and Southern African contexts. In Griesel, H. (ed.) Quality Assurance in a Transforming University System: Lessons and Challenges. Bloemfontein: CLF Printers.
Venkateswarlu, P., & Nilakant, V., (2005). Adoption and Persistence of TQM Programs – Case Studies of Five New Zealand Organizations. Total Quality Management and Business Excellence, 16 (7), 807-825.
Vouzas, F., & Psychogios, A. G. (2007). Ass
In-Text Citation: (Oluoch, Nyonje, & Awiti, 2018)
To Cite this Article: Oluoch, G. B., Nyonje, R., & Awiti, L. (2018). Total Quality Management Practices and Service Delivery in Healthcare in Public Health Facilities in Kisumu East Sub-County, Kenya. International Journal of Academic Research in Business and Social Sciences, 8(3), 634–653.
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode