Effects of human Resource management practices in achieving true north vision at Moi Teaching and Referral Hospital, Eldoret, Kenya

Abstract

Healthcare is a workforce-intensive sector that relies heavily on effective Human Resource Management (HRM) practices to ensure the delivery of quality, patient centered services. However, in many public healthcare institutions, challenges in recruitment, performance appraisal, and career development often hinder service delivery and institutional goals. This study examined the role of HRM practices in achieving the True North Vision at Moi Teaching and Referral Hospital (MTRH), which emphasizes patient-centered care, clinical excellence and operational efficiency. A cross-sectional study was conducted targeting 369 staff members. Data were collected using a close-ended questionnaire based on a 5-point Likert scale and analyzed using SPSS Version 20.0. Descriptive and inferential statistics, including multiple linear regression, were employed, with significance set at the 0.05 level. The study was guided by explanatory research design while using the Expectancy-Value and Convergence Theories, focusing on motivation and collaborative, person-centered healthcare. The results revealed that career development (p = 0.000), performance appraisals (p = 0.007), and recruitment processes (p = 0.000) significantly influenced the achievement of the True North Vision. Leadership changes also significantly moderated the relationship between HRM practices and the vision’s realization (p = 0.000). The study concludes that strategic HRM practices are vital in aligning employee performance with institutional goals. It recommends enhancing career development programs, refining performance appraisal mechanisms, improving recruitment assessments, and institutionalizing leadership transition strategies to sustain quality patient-centered care. HRM policies should also be reviewed to incorporate patient satisfaction indicators in staff evaluations.