Analysis of career management practices on organizational Performance in health regulatory bodies in Kenya

Abstract

Career management is a strategic tool in enhancing organizational performance, especially in industries that are considered strategic to the economy, like the healthcare sector. In health regulatory organizations where professional competence of staff forms the foundation of service delivery to the people, the practice of career management activities is a logical requirement and imperative to improve services (and keeping pace with the rapid technological trajectory of the industry). This research initiative thus aimed at examining how career management affects organizational performance among the health regulatory bodies in Kenya. In particular, it attempted to: probe the effects of mentoring on organizational performance; investigate the effects of possible exploration experience on performance; and determine the contribution of various career planning approaches. The study relied on 3 theories: Human Capital Theory, Social Learning Theory, and Organizational Culture Theory, and it used a mixed-method design that combined a cross-sectional survey with the data obtained in various hospitals in Kenya. The target population consisted of around 300 low, middle, and top-level managers working in health regulatory institutions. The quantitative data was composed using controlled questionnaires, which contained closed items, whereas the qualitative data was also gathered through Key Informant (KI) interviews. A pilot test was done by taking 10% of the total sample (8 participants) with the managers in various hierarchies of management, but this was done under the condition that they were not to be further used in the analysis. The reliability was assessed with the help of Cronbach's Alpha coefficient, whereas the validity was validated by the researcher’s supervisor opinion and the peer members of the scholarly community. The data were programmed in Microsoft Excel and analysed using SPSS Version 29. The results were summarized by tables and charts reported from descriptive statistics. Relationships between variables were tested using inferential procedures (carried out at a 5 percent level of significance). Analysis of thematic data on the qualitative data was done in order to extract significant insights. This research paper has concluded that the promotion of career management practices can be used to enhance the strength of health bodies by the creation of a motivated and competent workforce. Formal mentoring structures should be integrated, career exploration programs widened, and transparent systems of career planning established; these actions, which comply with the vision of Kenya 2030, are more comprehensive than the structures outlined in the universal health force strategies.