Internal factors affecting the implementation of strategic plans in faith-based healthcare institutions in Kitui county

Abstract

This study sought to investigate the internal factors affecting implementation of strategic plans in faith-based healthcare institutions in Kitui County. The objectives of the study were to: examine the effect of human resource management practices on the implementation of strategic plans in faith-based healthcare institutions, to establish the influence of organizational culture on implementation of strategic plans in faith-based healthcare institutions and to establish the effect of organizational structure on the implementation of strategic plans in faith-based healthcare institutions. To achieve the objectives, the research involved a census study on all the faith-based healthcare institutions in Kitui County. A stratified sample of 130 respondents was drawn from the 23 faith-based healthcare institutions in Kitui County to form the basis for the generalizations about the population. The study targeted top level management, departmental heads and low cadre employees, judged to be familiar with strategic planning process, working in the faith-based healthcare institutions. The researcher used a combination of data collection instruments namely; questionnaires and interview guide to collect data which was analyzed using computer program; Statistical Package for Social Science (SPSS), Version 21. Descriptive analysis was done to organize and summarize the data. ANOVA test was used to determine the differences between group means. The three independent variables studied revealed a positive correlation with the dependent variable meaning that; human resource management practices, organizational culture and organizational structure significantly affect strategic plan implementation in faith-based healthcare institutions. A multiple regression analysis was also done to establish the contribution of the three independent variables to the dependent variable. The R² (coefficient of determination) of 0.613 means there will be a variation of 61.3 per cent in the dependent variable (strategic plan implementation) due to changes in independent variables (human resource management practices, organizational culture and organizational structure). The recommendations for the study are that the management of faith-based healthcare institutions should ensure a supportive organizational culture characterized by astute leadership which can translate organizational mission into simple strategic goals. Employees should be empowered through continuous training and rewarded fairly to enlist their commitment to strategic plan implementation. All stakeholders should be fully involved in strategic planning right from formulation to the implementation so that the implementation process can be successful. Although there is no optimal organizational structure, organizations should have suitable structures which are aligned to the strategic objectives, are responsive to the environment, with clear responsibility for strategic plan implementation and delegation of authority.