Quality Management Practices and Performance: Where are we, and where we are headed? The Perspective of Public Healthcare Institutions in Kenya
Keywords:
Quality management practices, customer focus, continuous improvement, top management commitment and performance
Abstract
The global economy's transformations have prompted public healthcare institutions in Kenya to adopt strategies to expand their markets, improve customer satisfaction, and enhance operational efficiency globally. The county government of Tharaka Nithi and the Kenyan national government have implemented initiatives to enhance public healthcare facilities, but their performance remains below the required standards. According to The World Health Organization reports Kenya's public healthcare institutions provided 75% unsatisfactory services to customers, while their services remained at 6.6% from 2017 to 2020. Therefore, the current study investigated the effect of quality management practices on the performance of public healthcare institutions in Tharaka Nithi County, Kenya. Specifically, the study examined the effect of customer focus and continuous improvement on the performance of public healthcare institutions in Tharaka Nithi County, Kenya. The study used Scorecard, Six Sigma theories as well as the upper echelon theory. The study embraced descriptive research design. The target population was eight hundred and eighty-three employees of public healthcare institutions in Tharaka Nithi County, Kenya. Stratified random sampling techniques were used as a sampling technique to select 275 respondents that were determined scientifically through a formula. Primary data was collected using a structured self-administered questionnaire. A pilot test of twenty-eight respondents was conducted. The study instrument's reliability and validity were evaluated using Cronbach's alpha coefficient, with a threshold of 0.7 or higher. The collected data was analyzed using descriptive and inferential statistics, which were presented in the form of tables, charts, and graphs. The findings were that customer focus (p<0.05) continuous improvement (p<0.05) and top management commitment (p<0.05) all had a significant effect on the performance of public healthcare institutions in Tharaka Nithi County, Kenya. The study concluded that total quality management practices are significant enablers of the organizational performance of an institution. The study recommended that employees working with public healthcare institutions in Tharaka Nithi County should be motivated to address customer inquiries promptly to improve the level of efficiency and effectiveness. The operational managers and all other heads of the functional areas in the public healthcare institutions in Tharaka Nithi County design their processes effectively for effective decision-making. Employees should be encouraged to use errors reported as the basis for further improvement in processes.
Downloads
Download data is not yet available.
Metrics
Metrics Loading ...
References
1. Abbas, J. (2020). Impact of total quality management on corporate sustainability through the mediating effect of knowledge management. Journal of Cleaner Production, 244,
2. Abbas, J., & Kumari, K. (2021). Examining the relationship between total quality management and knowledge management and their impact on organizational performance: a dimensional analysis. Journal of Economic and Administrative Sciences, 39(2), 426-451.
3. Abrokwah-Larbi, K. (2024). The impact of customer-focus on the performance of business organizations: Evidence from SMEs in an emerging West African economy. African Journal of Economic and Management Studies, 15(1), 31–59.
4. Ahammad, M. F., Basu, S., Munjal, S., Clegg, J., & Shoham, O. B. (2021). Strategic agility, environmental uncertainties, and international performance: The perspective of Indian firms. Journal of World Business, 56(4), 101218.
5. Al- Saffar, N. A. G., & Obeidat, A. M. (2020). The effect of total quality management practices on employee performance: The moderating role of knowledge sharing. Management Science Letters, 77–90.
6. Al Shraah, A., Abu-Rumman, A., Al Madi, F., Alhammad, F. A. F., &AlJboor, A. A. (2022). The impact of quality management practices on knowledge management processes: A study of a social security corporation in Jordan. The TQM Journal, 34(4), 605–626.
7. Al-Aina, R., & Atan, T. (2020). The impact of implementing talent management practices on sustainable organizational performance. Sustainability, 12(20), 8372.
8. Ali, A., Hilman, H., &Gorondutse, A. H. (2020). Effect of entrepreneurial orientation, market orientation, and total quality management on performance: Evidence from Saudi SMEs. Benchmarking: An International Journal, 27(4), 1503–1531.
9. Ali, B. J., Gardi, B., Othman, B. J., Ahmed, S. A., Ismael, N. B., Hamza, P. A., Aziz, H. M., Sabir, B. Y., Sorguli, S., & Anwar, G. (2021). Hotel Service Quality: The Impact of Service Quality on Customer Satisfaction in Hospitality. International Journal of Engineering, Business and Management, 5(3), 14–28.
10. Ali, K., & Johl, S. K. (2022). Critical success factors of total quality management practices using Pareto analysis. International Journal of Productivity and Quality Management, 36(3), 353.
11. Alosani, M. S., Yusoff, R., & Al-Dhaafri, H. (2019). The effect of innovation and strategic planning on enhancing the organizational performance of Dubai Police. Innovation & Management Review, 17(1), 2–24.
12. Al-Shammari, M. A., Banerjee, S. N., & Rasheed, A. A. (2022). Corporate social responsibility and firm performance: A theory of dual responsibility. Management Decision, 60(6), 1513–1540.
13. Arokodare, M. A., &Asikhia, O. U. (2020). Strategic Agility: Achieving Superior Organizational Performance through Strategic Foresight. Global Journal of Management and Business Research, 7–16.
14. Bochenek, M. (2019). Balanced Scorecard in Strategic Management Process. Modern Management Review.
15. Bougie, R., & Sekaran, U. (2019). Research methods for business: A skill building approach. John Wiley & Sons
16. Bourne, M., Neely, A., Mills, J., & Platts, K. (2003). Implementing performance measurement systems: A literature review. International Journal of Business Performance Management, 5(1), 1.
17. Božić, V., & Poola, I. (2023). Measuring organizational performance.
18. Carpinetti, L. C. R., & Martins, R. A. (2019). Continuous improvement strategies and production competitive criteria: Some findings in Brazilian industries. Total Quality Management, 12(3), 281–291.
19. Casteel, A., &Bridier, N. (2021). Describing Populations and Samples in Doctoral Student Research. International Journal of Doctoral Studies, 16, 339–362.
20. Cooper, D. R., & Schindler, P. S. (2011). Business Research Methods Eleventh Edition. In McGraw Hill.
21. Cortes, A. F., & Herrmann, P. (2021). Strategic Leadership of Innovation: A Framework for Future Research. International Journal of Management Reviews, 23(2), 224–243.
22. Degroote, L., Desmet, A., Bourdeaudhuij, I., Van Dyck, D., &Crombez, G. (2020). Content validity and methodological considerations in ecological momentary assessment studies on physical activity and sedentary behavior: A systematic review. International Journal of Behavioral Nutrition and Physical Activity, 17(1), 1–13.
23. Dudic, Z., Dudic, B., Gregus, M., Novackova, D., &Djakovic, I. (2020). The Innovativeness and Usage of the Balanced Scorecard Model in SMEs. Sustainability, 12(8), 3221.
24. Dźwigoł, H. (2019). Research methods and techniques in new management trends: research results. Virtual Economics, 2(1), 31-48.
25. Eden, L., & Nielsen, B. B. (2020). Research methods in international business: The challenge of complexity. Journal of International Business Studies, 51(9), 1609-1620
26. Ekleş, E., & Türkmen, M. (2022). Integrating the theory of constraints and Six Sigma: Process improvement implementation. Istanbul Business Research, 51(1), 123-147.
27. Essel, R. E. (2020). Assessing total quality management (TQM) effect on hospital performance in Ghana using a non-probabilistic approach: The case of Greater Accra Regional Hospital (GARH). Metamorphosis, 19(1), 29-41.
28. Fabrizio, C. M., Kaczam, F., De Moura, G. L., Da Silva, L. S. C. V., Da Silva, W. V., & Da Veiga, C. P. (2022). Competitive advantage and dynamic capability in small and medium-sized enterprises: A systematic literature review and future research directions. Review of Managerial Science, 16(3), 617–648.
29. Fingland, D., Thompson, C., &Vidgen, H. (2021). Measuring food literacy: Progressing the development of an international food literacy survey using a content validity study. International Journal of Environmental Research and Public Health, 18(3), 1–17.
30. Gregory, G. D., Ngo, L. V., &Karavdic, M. (2019). Developing e-commerce marketing capabilities and efficiencies for enhanced performance in business-to-business export ventures. Industrial Marketing Management, 78, 146–157.
31. Guerola-Navarro, V., Gil-Gomez, H., Oltra-Badenes, R., & Sendra-García, J. (2021). Customer relationship management and its impact on innovation: A literature review. Journal of Business Research, 129, 83–87.
32. Gupta, M., Digalwar, A., Gupta, A., & Goyal, A. (2024). Integrating Theory of Constraints, Lean and Six Sigma: a framework development and its application. Production Planning & Control, 35(3), 238-261.
33. Hameed, W., Basheer, M. F., Iqbal, J., Anwar, A., & Ahmad, H. K. (2018). Determinants of Firm’s open innovation performance and the role of R & D department: An empirical evidence from Malaysian SME’s. In Journal of Global Entrepreneurship Research (Vol. 8, Issue 1)
34. Harris, D. E., Holyfield, L., Jones, L., Ellis, R., & Neal, J. (2019). Research methods. In Spiritually and Developmentally Mature Leadership (pp. 57-65). Springer, Cham
35. Ismail, A., Ahmadi, S., Yatim, N., & Ismail, P. (2020). The impact of board characteristics on co-operative reputation from the lens of resource-based view theory (RBVT). International Journal of Financial Research, 11(3), 43–61.
36. Issau, K., Gnankob, R. I., Ansong, A., Acquah, I. S. K., & Sackey, N. M. A. E. (2023). Organizational learning and customer focus: Implications on firm performance in the hotel industry. International Journal of Work Innovation, 4(2), 116–132.
37. Javeed, S. A., &Lefen, L. (2019). An analysis of corporate social responsibility and firm performance with moderating effects of CEO power and ownership structure: A case study of the manufacturing sector of Pakistan. Sustainability (Switzerland), 11(1).
38. Jimoh, R., Oyewobi, L., Isa, R., & Waziri, I. (2019). Total quality management practices and organizational performance: The mediating roles of strategies for continuous improvement. International Journal of Construction Management, 19(2), 162–177.
39. KAM. (2022). Priority Agenda 2022 Manufacturing sector recovery and sustained growth for Kenya's shared prosperity.
40. Kaplan, R., & Norton, D. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review.
41. Kaplan, R., & Norton, D. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 75–85.
42. Kapologwe, N. A., Meara, J. G., Kengia, J. T., Sonda, Y., Gwajima, D., Alidina, S., & Kalolo, A. (2020). Development and upgrading of public primary healthcare facilities with essential surgical services infrastructure: A strategy towards achieving universal health coverage in Tanzania. BMC Health Services Research, 20(1), 218.
43. Kara, H. (2020). Creative research methods: A practical guide. Policy Press
44. Kinyua, G. (2015). Relationship Between Knowledge Management and Performance of Commercial Banks in Kenya. [Unpublished PhD Thesis]. Kenyatta University.
45. Kori, B. W., Muathe, S., & Maina, S. (2020). Financial and Non-Financial Measures in Evaluating Performance: The Role of Strategic Intelligence in the Context of Commercial Banks in Kenya. International Business Research, 13(10), 130.
46. Kothari, C. (2004). Research Methodology: Methods and Techniques (2nd Revise). New Age International Publishers.
47. Kristoffersen, E., Mikalef, P., Blomsma, F., & Li, J. (2021). The effects of business analytics capability on circular economy implementation, resource orchestration capability, and firm performance. International Journal of Production Economics, 239, 108205.
48. Lavoie-Tremblay, M., Aubry, M., Richer, M.-C., & Cyr, G. (2018). A Health Care Project Management Office’s Strategies for Continual Change and Continuous Improvement. The Health Care Manager, 37(1), 4–10.
49. Leitão, J., Pereira, D., & Gonçalves, Â. (2019). Quality of work life and organizational performance: Workers’ feelings of contributing, or not, to the organization’s productivity. In International Journal of Environmental Research and Public Health (Vol. 16, Issue 20).
50. Liamputtong, P. (Ed.). (2019). Handbook of research methods in health social sciences. Singapore: Springer
51. Liu, H., Wu, S., Zhong, C., & Liu, Y. (2021). An empirical exploration of quality management practices and firm performance from the Chinese manufacturing industry. Total Quality Management & Business Excellence, 32(15–16), 1694–1712.
52. Lo, P., &Sugiarto, S. (2021). Strategic Planning in SMEs: A Case Study in Indonesia. The Journal of Asian Finance, Economics and Business, 8(2), 1157–1168.
53. Makori, J., & Muturi, W. (2018). Influence of Inventory Management Practices on Performance of Procurement Function in Health Institutions in Kenya. A Survey of Selected Public Health Institutions in Western Kenya. International Journal of Social Sciences and Information Technology, 4(10), 446–453.
54. Masaba, B. B., Moturi, J. K., Taiswa, J., & Mmusi-Phetoe, R. M. (2020). Devolution of the healthcare system in Kenya: Progress and challenges. Public Health, 189, 135–140.
55. Mehralian, M. M. (2022). Effect of Internet of Things on Marketing Performance: The Mediating Role of Entrepreneurship Orientation. SSRN Electronic Journal.
56. Moses, M. W., Korir, J., Zeng, W., Musiega, A., Oyasi, J., Lu, R., Chuma, J., & Di Giorgio, L. (2021). Performance assessment of the county healthcare systems in Kenya: A mixed-methods analysis. BMJ Global Health, 6(6), e004707.
57. Mugenda, O., & Mugenda, A. (2003). Research Methods – Quantitative & Qualitative Approaches. African Centre for Technology Studies, Nairobi, Kenya.
58. Muhammed, S., & Zaim, H. (2020). Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success. Journal of Knowledge Management, 24(10), 2455-2489.
59. Muthoka, R. (2022). Strategic Alliance and Performance of Small and Medium Enterprises in Manufacturing Sector in Nairobi City County, Kenya. Kenyatta University.
60. Mutingi, M., & Chakraborty, A. (2021). Quality Management Practices in Namibian SMEs: An Empirical Investigation. Global Business Review, 22(2), 381–395.
61. Naveed, R. T., Alhaidan, H., Halbusi, H. A., & Al-Swidi, A. K. (2022). Do organizations evolve? The critical link between organizational culture and organizational innovation toward organizational effectiveness: Pivotal role of organizational resistance. Journal of Innovation & Knowledge, 7(2), 100178.
62. Neely, A. D., Adams, C., & Kennerley, M. (2002). The performance prism: The scorecard for measuring and managing business success. Financial Times Prentice Hall.
63. Negron, L. (2020). Relationship between quality management practices, performance, and maturity quality management, a contingency approach. Quality Management Journal, 27(4), 215–228.
64. NHIF. (2023). Comprehensive Government Hospitals (pp. 1–68). NHIF.
65. Noone, B. M., Lin, M. S., & Sharma, A. (2024). Firm Performance During a Crisis: Effects of Adhocracy Culture, Incremental Product Innovation, and Firm Size. Journal of Hospitality & Tourism Research, 48(1), 153–183.
66. Nyambua, M. (2018). The moderating effect of information communication technology on supply chain risks and firm performance among manufacturing firms in Kenya.
67. Penrose, E. (1959). The Theory of the Growth of the Firm. In Oxford (Ed.), Economic Foundations of Strategic Management (3rd ed.).
68. Rafiq, M., Maqbool, S., Martins, J. M., Mata, M. N., Dantas, R. M., Naz, S., & Correia, A. B. (2021). A Study on Balanced Scorecard and Its Impact on Sustainable Development of Renewable Energy Organizations; A Mediating Role of Political and Regulatory Institutions. Risks, 9(6), 110.
69. Ranjith, K, R., Ganesh, L. S., & Rajendran, C. (2022). Quality 4.0–a review of and framework for quality management in the digital era. International Journal of Quality & Reliability Management, 39(6), 1385-1411.
70. Rotich, R., Matanda, J., &Otinga, H. (2022). Effect of Capital Expansion and Earning Replacement Decisions on Financial Performance of Manufacturing Firms Listed in Nairobi Securities Exchange; Kenya. Journal of Economics and Finance (IOSR-JEF), 13(5), 58–68.
71. Samad, S., & Ahmed, W. A. (2021). Do strategic planning dimensions and transformational leadership contribute to performance? Evidence from the banking sector. Management Science Letters, 719–728.
72. Saunders, M. N., Saunders, M., Lewis, P., & Thornhill, A. (2011). Research Methods for Business Students (5th ed.). Pearson Education.
73. Saunders, M., Lewis, P., & Thornhill, A. (2008). Research Methods for Students. In Research methods for business students.
74. Sharaf-Addin, H. H., & Fazel, H. (2021). Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach. Asia-Pacific Journal of Management Research and Innovation, 17(1–2), 57–70.
75. Strijker, D., Bosworth, G., & Bouter, G. (2020). Research methods in rural studies: Qualitative, quantitative, and mixed methods. Journal of Rural Studies, 78, 262-270
76. Swami, V., Barron, D., Weis, L., Voracek, M., Stieger, S., & Furnham, A. (2017). An examination of the factorial and convergent validity of four measures of conspiracist ideation, with recommendations for researchers. PLoS ONE, 12(2), 1–27.
77. Tawse, A., & Tabesh, P. (2023). Thirty years with the balanced scorecard: What we have learned. Business Horizons, 66(1), 123–132.
78. Teece, D., & Pisano, G. (1994). The Dynamic Capabilities of Firms: An Introduction. Industrial and Corporate Change, 3(3), 537–556.
79. Tharaka Nithi County. (2021). Tharaka Nithi County Health Services and Sanitation Bill 2021 (p. 44).
80. Tharaka Nithi County. (2022). Tharaka Nithi County Integrated Development Plan 2018-2022 (p. 66).
81. Wanjiru, A., Muathe, S., & Kinyua, N. (2019). Effects of Corporate Strategies on the Performance of Manufacturing Firms in Nairobi City Country, Kenya. Strategic Journal of Business & Change Management, 6(2), 560–571.
82. Wernerfelt, B. (1984). A resource-based View of the firm. Strategic Management Journal, 5(2), 171–180.
83. WHO. (2023). WHO Results Report (p. 78).
84. World Health Organization. (2023). World Health Statistics 2023: Monitoring health for the SDGs, Sustainable Development Goals (pp. 1–130). World Health Organization.
85. Yanamandra, R., & Alzoubi, H. M. (2022). An empirical investigation of the mediating role of the Six Sigma approach in rationalizing the COQ in service organizations. Operations and Supply Chain Management: An International Journal, 15(1), 122-135.
86. Yu, W., Ramanathan, R., & Nath, P. (2017). Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability. Technological Forecasting and Social Change, 117, 160–169.
87. Yuliansyah, Y., Rammal, H. G., Maryani, M., Mohamed Jais, I. R., & Mohd-Sanusi, Z. (2021). Organizational learning, innovativeness and performance of financial service firms in an emerging market: Examining the mediation effects of customer-focused strategy. Business Process Management Journal, 27(4), 1126–1141.
88. Zhang, Y., Khan, U., Lee, S., & Salik, M. (2019). The Influence of Management Innovation and Technological Innovation on Organization Performance. A Mediating Role of Sustainability. Sustainability, 11(2), 495.
2. Abbas, J., & Kumari, K. (2021). Examining the relationship between total quality management and knowledge management and their impact on organizational performance: a dimensional analysis. Journal of Economic and Administrative Sciences, 39(2), 426-451.
3. Abrokwah-Larbi, K. (2024). The impact of customer-focus on the performance of business organizations: Evidence from SMEs in an emerging West African economy. African Journal of Economic and Management Studies, 15(1), 31–59.
4. Ahammad, M. F., Basu, S., Munjal, S., Clegg, J., & Shoham, O. B. (2021). Strategic agility, environmental uncertainties, and international performance: The perspective of Indian firms. Journal of World Business, 56(4), 101218.
5. Al- Saffar, N. A. G., & Obeidat, A. M. (2020). The effect of total quality management practices on employee performance: The moderating role of knowledge sharing. Management Science Letters, 77–90.
6. Al Shraah, A., Abu-Rumman, A., Al Madi, F., Alhammad, F. A. F., &AlJboor, A. A. (2022). The impact of quality management practices on knowledge management processes: A study of a social security corporation in Jordan. The TQM Journal, 34(4), 605–626.
7. Al-Aina, R., & Atan, T. (2020). The impact of implementing talent management practices on sustainable organizational performance. Sustainability, 12(20), 8372.
8. Ali, A., Hilman, H., &Gorondutse, A. H. (2020). Effect of entrepreneurial orientation, market orientation, and total quality management on performance: Evidence from Saudi SMEs. Benchmarking: An International Journal, 27(4), 1503–1531.
9. Ali, B. J., Gardi, B., Othman, B. J., Ahmed, S. A., Ismael, N. B., Hamza, P. A., Aziz, H. M., Sabir, B. Y., Sorguli, S., & Anwar, G. (2021). Hotel Service Quality: The Impact of Service Quality on Customer Satisfaction in Hospitality. International Journal of Engineering, Business and Management, 5(3), 14–28.
10. Ali, K., & Johl, S. K. (2022). Critical success factors of total quality management practices using Pareto analysis. International Journal of Productivity and Quality Management, 36(3), 353.
11. Alosani, M. S., Yusoff, R., & Al-Dhaafri, H. (2019). The effect of innovation and strategic planning on enhancing the organizational performance of Dubai Police. Innovation & Management Review, 17(1), 2–24.
12. Al-Shammari, M. A., Banerjee, S. N., & Rasheed, A. A. (2022). Corporate social responsibility and firm performance: A theory of dual responsibility. Management Decision, 60(6), 1513–1540.
13. Arokodare, M. A., &Asikhia, O. U. (2020). Strategic Agility: Achieving Superior Organizational Performance through Strategic Foresight. Global Journal of Management and Business Research, 7–16.
14. Bochenek, M. (2019). Balanced Scorecard in Strategic Management Process. Modern Management Review.
15. Bougie, R., & Sekaran, U. (2019). Research methods for business: A skill building approach. John Wiley & Sons
16. Bourne, M., Neely, A., Mills, J., & Platts, K. (2003). Implementing performance measurement systems: A literature review. International Journal of Business Performance Management, 5(1), 1.
17. Božić, V., & Poola, I. (2023). Measuring organizational performance.
18. Carpinetti, L. C. R., & Martins, R. A. (2019). Continuous improvement strategies and production competitive criteria: Some findings in Brazilian industries. Total Quality Management, 12(3), 281–291.
19. Casteel, A., &Bridier, N. (2021). Describing Populations and Samples in Doctoral Student Research. International Journal of Doctoral Studies, 16, 339–362.
20. Cooper, D. R., & Schindler, P. S. (2011). Business Research Methods Eleventh Edition. In McGraw Hill.
21. Cortes, A. F., & Herrmann, P. (2021). Strategic Leadership of Innovation: A Framework for Future Research. International Journal of Management Reviews, 23(2), 224–243.
22. Degroote, L., Desmet, A., Bourdeaudhuij, I., Van Dyck, D., &Crombez, G. (2020). Content validity and methodological considerations in ecological momentary assessment studies on physical activity and sedentary behavior: A systematic review. International Journal of Behavioral Nutrition and Physical Activity, 17(1), 1–13.
23. Dudic, Z., Dudic, B., Gregus, M., Novackova, D., &Djakovic, I. (2020). The Innovativeness and Usage of the Balanced Scorecard Model in SMEs. Sustainability, 12(8), 3221.
24. Dźwigoł, H. (2019). Research methods and techniques in new management trends: research results. Virtual Economics, 2(1), 31-48.
25. Eden, L., & Nielsen, B. B. (2020). Research methods in international business: The challenge of complexity. Journal of International Business Studies, 51(9), 1609-1620
26. Ekleş, E., & Türkmen, M. (2022). Integrating the theory of constraints and Six Sigma: Process improvement implementation. Istanbul Business Research, 51(1), 123-147.
27. Essel, R. E. (2020). Assessing total quality management (TQM) effect on hospital performance in Ghana using a non-probabilistic approach: The case of Greater Accra Regional Hospital (GARH). Metamorphosis, 19(1), 29-41.
28. Fabrizio, C. M., Kaczam, F., De Moura, G. L., Da Silva, L. S. C. V., Da Silva, W. V., & Da Veiga, C. P. (2022). Competitive advantage and dynamic capability in small and medium-sized enterprises: A systematic literature review and future research directions. Review of Managerial Science, 16(3), 617–648.
29. Fingland, D., Thompson, C., &Vidgen, H. (2021). Measuring food literacy: Progressing the development of an international food literacy survey using a content validity study. International Journal of Environmental Research and Public Health, 18(3), 1–17.
30. Gregory, G. D., Ngo, L. V., &Karavdic, M. (2019). Developing e-commerce marketing capabilities and efficiencies for enhanced performance in business-to-business export ventures. Industrial Marketing Management, 78, 146–157.
31. Guerola-Navarro, V., Gil-Gomez, H., Oltra-Badenes, R., & Sendra-García, J. (2021). Customer relationship management and its impact on innovation: A literature review. Journal of Business Research, 129, 83–87.
32. Gupta, M., Digalwar, A., Gupta, A., & Goyal, A. (2024). Integrating Theory of Constraints, Lean and Six Sigma: a framework development and its application. Production Planning & Control, 35(3), 238-261.
33. Hameed, W., Basheer, M. F., Iqbal, J., Anwar, A., & Ahmad, H. K. (2018). Determinants of Firm’s open innovation performance and the role of R & D department: An empirical evidence from Malaysian SME’s. In Journal of Global Entrepreneurship Research (Vol. 8, Issue 1)
34. Harris, D. E., Holyfield, L., Jones, L., Ellis, R., & Neal, J. (2019). Research methods. In Spiritually and Developmentally Mature Leadership (pp. 57-65). Springer, Cham
35. Ismail, A., Ahmadi, S., Yatim, N., & Ismail, P. (2020). The impact of board characteristics on co-operative reputation from the lens of resource-based view theory (RBVT). International Journal of Financial Research, 11(3), 43–61.
36. Issau, K., Gnankob, R. I., Ansong, A., Acquah, I. S. K., & Sackey, N. M. A. E. (2023). Organizational learning and customer focus: Implications on firm performance in the hotel industry. International Journal of Work Innovation, 4(2), 116–132.
37. Javeed, S. A., &Lefen, L. (2019). An analysis of corporate social responsibility and firm performance with moderating effects of CEO power and ownership structure: A case study of the manufacturing sector of Pakistan. Sustainability (Switzerland), 11(1).
38. Jimoh, R., Oyewobi, L., Isa, R., & Waziri, I. (2019). Total quality management practices and organizational performance: The mediating roles of strategies for continuous improvement. International Journal of Construction Management, 19(2), 162–177.
39. KAM. (2022). Priority Agenda 2022 Manufacturing sector recovery and sustained growth for Kenya's shared prosperity.
40. Kaplan, R., & Norton, D. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review.
41. Kaplan, R., & Norton, D. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 75–85.
42. Kapologwe, N. A., Meara, J. G., Kengia, J. T., Sonda, Y., Gwajima, D., Alidina, S., & Kalolo, A. (2020). Development and upgrading of public primary healthcare facilities with essential surgical services infrastructure: A strategy towards achieving universal health coverage in Tanzania. BMC Health Services Research, 20(1), 218.
43. Kara, H. (2020). Creative research methods: A practical guide. Policy Press
44. Kinyua, G. (2015). Relationship Between Knowledge Management and Performance of Commercial Banks in Kenya. [Unpublished PhD Thesis]. Kenyatta University.
45. Kori, B. W., Muathe, S., & Maina, S. (2020). Financial and Non-Financial Measures in Evaluating Performance: The Role of Strategic Intelligence in the Context of Commercial Banks in Kenya. International Business Research, 13(10), 130.
46. Kothari, C. (2004). Research Methodology: Methods and Techniques (2nd Revise). New Age International Publishers.
47. Kristoffersen, E., Mikalef, P., Blomsma, F., & Li, J. (2021). The effects of business analytics capability on circular economy implementation, resource orchestration capability, and firm performance. International Journal of Production Economics, 239, 108205.
48. Lavoie-Tremblay, M., Aubry, M., Richer, M.-C., & Cyr, G. (2018). A Health Care Project Management Office’s Strategies for Continual Change and Continuous Improvement. The Health Care Manager, 37(1), 4–10.
49. Leitão, J., Pereira, D., & Gonçalves, Â. (2019). Quality of work life and organizational performance: Workers’ feelings of contributing, or not, to the organization’s productivity. In International Journal of Environmental Research and Public Health (Vol. 16, Issue 20).
50. Liamputtong, P. (Ed.). (2019). Handbook of research methods in health social sciences. Singapore: Springer
51. Liu, H., Wu, S., Zhong, C., & Liu, Y. (2021). An empirical exploration of quality management practices and firm performance from the Chinese manufacturing industry. Total Quality Management & Business Excellence, 32(15–16), 1694–1712.
52. Lo, P., &Sugiarto, S. (2021). Strategic Planning in SMEs: A Case Study in Indonesia. The Journal of Asian Finance, Economics and Business, 8(2), 1157–1168.
53. Makori, J., & Muturi, W. (2018). Influence of Inventory Management Practices on Performance of Procurement Function in Health Institutions in Kenya. A Survey of Selected Public Health Institutions in Western Kenya. International Journal of Social Sciences and Information Technology, 4(10), 446–453.
54. Masaba, B. B., Moturi, J. K., Taiswa, J., & Mmusi-Phetoe, R. M. (2020). Devolution of the healthcare system in Kenya: Progress and challenges. Public Health, 189, 135–140.
55. Mehralian, M. M. (2022). Effect of Internet of Things on Marketing Performance: The Mediating Role of Entrepreneurship Orientation. SSRN Electronic Journal.
56. Moses, M. W., Korir, J., Zeng, W., Musiega, A., Oyasi, J., Lu, R., Chuma, J., & Di Giorgio, L. (2021). Performance assessment of the county healthcare systems in Kenya: A mixed-methods analysis. BMJ Global Health, 6(6), e004707.
57. Mugenda, O., & Mugenda, A. (2003). Research Methods – Quantitative & Qualitative Approaches. African Centre for Technology Studies, Nairobi, Kenya.
58. Muhammed, S., & Zaim, H. (2020). Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success. Journal of Knowledge Management, 24(10), 2455-2489.
59. Muthoka, R. (2022). Strategic Alliance and Performance of Small and Medium Enterprises in Manufacturing Sector in Nairobi City County, Kenya. Kenyatta University.
60. Mutingi, M., & Chakraborty, A. (2021). Quality Management Practices in Namibian SMEs: An Empirical Investigation. Global Business Review, 22(2), 381–395.
61. Naveed, R. T., Alhaidan, H., Halbusi, H. A., & Al-Swidi, A. K. (2022). Do organizations evolve? The critical link between organizational culture and organizational innovation toward organizational effectiveness: Pivotal role of organizational resistance. Journal of Innovation & Knowledge, 7(2), 100178.
62. Neely, A. D., Adams, C., & Kennerley, M. (2002). The performance prism: The scorecard for measuring and managing business success. Financial Times Prentice Hall.
63. Negron, L. (2020). Relationship between quality management practices, performance, and maturity quality management, a contingency approach. Quality Management Journal, 27(4), 215–228.
64. NHIF. (2023). Comprehensive Government Hospitals (pp. 1–68). NHIF.
65. Noone, B. M., Lin, M. S., & Sharma, A. (2024). Firm Performance During a Crisis: Effects of Adhocracy Culture, Incremental Product Innovation, and Firm Size. Journal of Hospitality & Tourism Research, 48(1), 153–183.
66. Nyambua, M. (2018). The moderating effect of information communication technology on supply chain risks and firm performance among manufacturing firms in Kenya.
67. Penrose, E. (1959). The Theory of the Growth of the Firm. In Oxford (Ed.), Economic Foundations of Strategic Management (3rd ed.).
68. Rafiq, M., Maqbool, S., Martins, J. M., Mata, M. N., Dantas, R. M., Naz, S., & Correia, A. B. (2021). A Study on Balanced Scorecard and Its Impact on Sustainable Development of Renewable Energy Organizations; A Mediating Role of Political and Regulatory Institutions. Risks, 9(6), 110.
69. Ranjith, K, R., Ganesh, L. S., & Rajendran, C. (2022). Quality 4.0–a review of and framework for quality management in the digital era. International Journal of Quality & Reliability Management, 39(6), 1385-1411.
70. Rotich, R., Matanda, J., &Otinga, H. (2022). Effect of Capital Expansion and Earning Replacement Decisions on Financial Performance of Manufacturing Firms Listed in Nairobi Securities Exchange; Kenya. Journal of Economics and Finance (IOSR-JEF), 13(5), 58–68.
71. Samad, S., & Ahmed, W. A. (2021). Do strategic planning dimensions and transformational leadership contribute to performance? Evidence from the banking sector. Management Science Letters, 719–728.
72. Saunders, M. N., Saunders, M., Lewis, P., & Thornhill, A. (2011). Research Methods for Business Students (5th ed.). Pearson Education.
73. Saunders, M., Lewis, P., & Thornhill, A. (2008). Research Methods for Students. In Research methods for business students.
74. Sharaf-Addin, H. H., & Fazel, H. (2021). Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach. Asia-Pacific Journal of Management Research and Innovation, 17(1–2), 57–70.
75. Strijker, D., Bosworth, G., & Bouter, G. (2020). Research methods in rural studies: Qualitative, quantitative, and mixed methods. Journal of Rural Studies, 78, 262-270
76. Swami, V., Barron, D., Weis, L., Voracek, M., Stieger, S., & Furnham, A. (2017). An examination of the factorial and convergent validity of four measures of conspiracist ideation, with recommendations for researchers. PLoS ONE, 12(2), 1–27.
77. Tawse, A., & Tabesh, P. (2023). Thirty years with the balanced scorecard: What we have learned. Business Horizons, 66(1), 123–132.
78. Teece, D., & Pisano, G. (1994). The Dynamic Capabilities of Firms: An Introduction. Industrial and Corporate Change, 3(3), 537–556.
79. Tharaka Nithi County. (2021). Tharaka Nithi County Health Services and Sanitation Bill 2021 (p. 44).
80. Tharaka Nithi County. (2022). Tharaka Nithi County Integrated Development Plan 2018-2022 (p. 66).
81. Wanjiru, A., Muathe, S., & Kinyua, N. (2019). Effects of Corporate Strategies on the Performance of Manufacturing Firms in Nairobi City Country, Kenya. Strategic Journal of Business & Change Management, 6(2), 560–571.
82. Wernerfelt, B. (1984). A resource-based View of the firm. Strategic Management Journal, 5(2), 171–180.
83. WHO. (2023). WHO Results Report (p. 78).
84. World Health Organization. (2023). World Health Statistics 2023: Monitoring health for the SDGs, Sustainable Development Goals (pp. 1–130). World Health Organization.
85. Yanamandra, R., & Alzoubi, H. M. (2022). An empirical investigation of the mediating role of the Six Sigma approach in rationalizing the COQ in service organizations. Operations and Supply Chain Management: An International Journal, 15(1), 122-135.
86. Yu, W., Ramanathan, R., & Nath, P. (2017). Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability. Technological Forecasting and Social Change, 117, 160–169.
87. Yuliansyah, Y., Rammal, H. G., Maryani, M., Mohamed Jais, I. R., & Mohd-Sanusi, Z. (2021). Organizational learning, innovativeness and performance of financial service firms in an emerging market: Examining the mediation effects of customer-focused strategy. Business Process Management Journal, 27(4), 1126–1141.
88. Zhang, Y., Khan, U., Lee, S., & Salik, M. (2019). The Influence of Management Innovation and Technological Innovation on Organization Performance. A Mediating Role of Sustainability. Sustainability, 11(2), 495.
Published
2025-01-20
How to Cite
Nyangulika Jumapili, D., & A. Muathe, S. M. (2025). Quality Management Practices and Performance: Where are we, and where we are headed? The Perspective of Public Healthcare Institutions in Kenya. European Scientific Journal, ESJ, 37, 163. Retrieved from https://eujournal.org/index.php/esj/article/view/19013
Section
ESI Preprints
Copyright (c) 2025 Dorcas Nyangulika Jumapili, Stephen Makau A. Muathe
This work is licensed under a Creative Commons Attribution 4.0 International License.
