Performance of Kenyatta National Hospital (KNH) is characterized by a number of twists and turns. There have been efforts to transform KNH and other public institutions in the Kenya’s healthcare industry since independence in 1963. Despite adopting the transformations, the hospital is still characterized by a number of challenges which include low patient satisfaction, long turn-around of services, and low revenue growth amongst others. This examined the effect of change management practices on performance of healthcare institutions in Kenya using Kenyatta National Hospital as a case example. The objectives of the study included establishing the effect of strategy on the performance of public healthcare institutions in Kenya, evaluating the influence of leadership style on performance of the same institution and assessing the role of structure and systems on performance. The study adopted four theories and anchored McKinsey 7s elements that influence performance of an organization. The study used descriptive and correlational research designs. The study was carried out at KNH with a total population of 4,613 staff members. The target population was made up of 200 members composed of senior management, middle managers and supervisors via census approach. The sample size for the study was 154. Structured questionnaires were used to collect primary data. A simple random sampling was used to reach the participants. Content validity was used to test for validity with a content validity index of 0.81. Cronbach Alpha coefficient was used in testing reliability. The relationship between the dependent variable and the independent variables was tested using correlation analysis and linear regression analysis. The data was analyzed using both descriptive and inferential statistics on SPSS software in order to achieve the objectives of the study. From the research findings, the study found a significant impact of the independent variables on performance of the hospital based on regression analysis as follows: Strategy (r = 0.457, p < 0.001), leadership style (r = 0.399, p < 0.001), structures and systems (r = 0.399, p < 0.001) and government policies (r = 0.468, p < 0.001). There was also a significant moderating effect on performance of the hospital by government policies and regulations. Finally, the study established a significant positive correlation between change management practices and organizational performance at the institution with government policies and regulations being the moderating effect. These study findings described management of evolving changes in the socio-political environment and the shortfalls of the previous studies.
| Published in | Journal of Public Policy and Administration (Volume 10, Issue 3) |
| DOI | 10.11648/j.jppa.20261003.15 |
| Page(s) | 228-231 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2026. Published by Science Publishing Group |
Change Management, McKinsey 7s Elements, Public Hospitals in Kenya
GoK | Government of Kenya |
HSSP | Health Sector Strategic Plan |
KHPF | Kenya Health Policy Framework |
KNH | Kenyatta National Hospital |
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APA Style
Omondi, F., Nzioki, J., Ombaka, B. (2026). Change Management Practices and Performance of Public Healthcare Institutions in Kenya: A Case of Kenyatta National Hospital. Journal of Public Policy and Administration, 10(3), 228-231. https://doi.org/10.11648/j.jppa.20261003.15
ACS Style
Omondi, F.; Nzioki, J.; Ombaka, B. Change Management Practices and Performance of Public Healthcare Institutions in Kenya: A Case of Kenyatta National Hospital. J. Public Policy Adm. 2026, 10(3), 228-231. doi: 10.11648/j.jppa.20261003.15
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Download@article{10.11648/j.jppa.20261003.15,
author = {Fredrick Omondi and Justice Nzioki and Beatrice Ombaka},
title = {Change Management Practices and Performance of Public Healthcare Institutions in Kenya: A Case of Kenyatta National Hospital},
journal = {Journal of Public Policy and Administration},
volume = {10},
number = {3},
pages = {228-231},
doi = {10.11648/j.jppa.20261003.15},
url = {https://doi.org/10.11648/j.jppa.20261003.15},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jppa.20261003.15},
abstract = {Performance of Kenyatta National Hospital (KNH) is characterized by a number of twists and turns. There have been efforts to transform KNH and other public institutions in the Kenya’s healthcare industry since independence in 1963. Despite adopting the transformations, the hospital is still characterized by a number of challenges which include low patient satisfaction, long turn-around of services, and low revenue growth amongst others. This examined the effect of change management practices on performance of healthcare institutions in Kenya using Kenyatta National Hospital as a case example. The objectives of the study included establishing the effect of strategy on the performance of public healthcare institutions in Kenya, evaluating the influence of leadership style on performance of the same institution and assessing the role of structure and systems on performance. The study adopted four theories and anchored McKinsey 7s elements that influence performance of an organization. The study used descriptive and correlational research designs. The study was carried out at KNH with a total population of 4,613 staff members. The target population was made up of 200 members composed of senior management, middle managers and supervisors via census approach. The sample size for the study was 154. Structured questionnaires were used to collect primary data. A simple random sampling was used to reach the participants. Content validity was used to test for validity with a content validity index of 0.81. Cronbach Alpha coefficient was used in testing reliability. The relationship between the dependent variable and the independent variables was tested using correlation analysis and linear regression analysis. The data was analyzed using both descriptive and inferential statistics on SPSS software in order to achieve the objectives of the study. From the research findings, the study found a significant impact of the independent variables on performance of the hospital based on regression analysis as follows: Strategy (r = 0.457, p < 0.001), leadership style (r = 0.399, p < 0.001), structures and systems (r = 0.399, p < 0.001) and government policies (r = 0.468, p < 0.001). There was also a significant moderating effect on performance of the hospital by government policies and regulations. Finally, the study established a significant positive correlation between change management practices and organizational performance at the institution with government policies and regulations being the moderating effect. These study findings described management of evolving changes in the socio-political environment and the shortfalls of the previous studies.},
year = {2026}
}
TY - JOUR T1 - Change Management Practices and Performance of Public Healthcare Institutions in Kenya: A Case of Kenyatta National Hospital AU - Fredrick Omondi AU - Justice Nzioki AU - Beatrice Ombaka Y1 - 2026/08/24 PY - 2026 N1 - https://doi.org/10.11648/j.jppa.20261003.15 DO - 10.11648/j.jppa.20261003.15 T2 - Journal of Public Policy and Administration JF - Journal of Public Policy and Administration JO - Journal of Public Policy and Administration SP - 228 EP - 231 PB - Science Publishing Group SN - 2640-2696 UR - https://doi.org/10.11648/j.jppa.20261003.15 AB - Performance of Kenyatta National Hospital (KNH) is characterized by a number of twists and turns. There have been efforts to transform KNH and other public institutions in the Kenya’s healthcare industry since independence in 1963. Despite adopting the transformations, the hospital is still characterized by a number of challenges which include low patient satisfaction, long turn-around of services, and low revenue growth amongst others. This examined the effect of change management practices on performance of healthcare institutions in Kenya using Kenyatta National Hospital as a case example. The objectives of the study included establishing the effect of strategy on the performance of public healthcare institutions in Kenya, evaluating the influence of leadership style on performance of the same institution and assessing the role of structure and systems on performance. The study adopted four theories and anchored McKinsey 7s elements that influence performance of an organization. The study used descriptive and correlational research designs. The study was carried out at KNH with a total population of 4,613 staff members. The target population was made up of 200 members composed of senior management, middle managers and supervisors via census approach. The sample size for the study was 154. Structured questionnaires were used to collect primary data. A simple random sampling was used to reach the participants. Content validity was used to test for validity with a content validity index of 0.81. Cronbach Alpha coefficient was used in testing reliability. The relationship between the dependent variable and the independent variables was tested using correlation analysis and linear regression analysis. The data was analyzed using both descriptive and inferential statistics on SPSS software in order to achieve the objectives of the study. From the research findings, the study found a significant impact of the independent variables on performance of the hospital based on regression analysis as follows: Strategy (r = 0.457, p < 0.001), leadership style (r = 0.399, p < 0.001), structures and systems (r = 0.399, p < 0.001) and government policies (r = 0.468, p < 0.001). There was also a significant moderating effect on performance of the hospital by government policies and regulations. Finally, the study established a significant positive correlation between change management practices and organizational performance at the institution with government policies and regulations being the moderating effect. These study findings described management of evolving changes in the socio-political environment and the shortfalls of the previous studies. VL - 10 IS - 3 ER -
Commerce, Daystar University, Nairobi, Kenya
Biography: Fredrick Omondi is an administrative officer in the Kenyan Government. He completed his master’s degree in Business Administration in 2024. He has excelled in his area of duty earning various promotions and a prestigious award by the Kenya President in 2021. He has participated in various national programs in the country by giving his best expertise and commitment.
Administration, Kenyatta National Hospital, Nairobi, Kenya
Administration, Kenyatta National Hospital, Nairobi, Kenya
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