Influence of talent management practices on service delivery of doctors in Nairobi, Kenya: A descriptive research study

Abstract

Background : A reliable and dedicated health workforce is instrumental in the attainment of Universal Health Coverage and Sustainable Development Goal (SDG) three on health. This is even more appropriate for Kenya where there is a dire shortage of health workers, and where health workforce management has been devolved to county governments. This study focusses on the influence of talent management practices (attraction, training and development, and retention) on doctor’s service delivery in four county hospitals in Nairobi, Kenya. Method : The study through a descriptive research design used quantitative questionnaires to gather data from 108 doctor respondents from four County Hospitals (Mbagathi, Mama Lucy Kibaki, Pumwani Maternity, and Mutuini Hospitals) in Nairobi, Kenya. Inferential statistics were used to analyse the data. Results : Findings show that there is a positive correlation between attraction, training and development and service delivery of doctors. Employee retention, however, did not have an association with service delivery. Conclusions : As Kenya adjusts to a devolved system of governance in relation to health, it is important that the attraction, training and development, as well as retention of doctors is given serious consideration if service delivery is to be improved.

Talent Management Strategies and Service Delivery in County Governments in Kenya

“…The basis for explaining the hypothesis is drawn from the empirical studies on employee sourcing and talent management. The finding from the study agrees with empirical studies linking organizational effectiveness to employee sourcing (Argue, 2015;Oaya et al, 2017;Rapando & Nzulwa, 2018;Jonah et al, 2019), talent management (Kaleem, 2019;Onuko & Onyango, 2020) and talent retention (Aleck, 2019). The recruitment and selection procedures directly affect service delivery through the effective staffing process, which helps the organization obtain skilled and experienced individuals (Gamage, 2014).…”

“…Empirical studies on talent management have been varied in several contexts. The study examined several studies in Sub-Saharan Africa (Nkala et al, 2021;Tshukudu, 2021;Aleck, 2019), the Middle East (Almohtaseb et al, 2020;Kaleem, 2019) and Kenya (Rapando & Nzulwa, 2018;Onuko & Onyango, 2020). Other studies have elaborated the recruitment strategies (Okeke-Uzodike & Subban, 2015; Jonah et al, 2019;Amegashie-viglo, 2014) and developmental strategies (Tshukudu, 2021).…”

“…The study employed a questionnaire that utilized correlation analysis and observed a significant correlation between talent management and service delivery in the civil service. Onuko and Onyango (2020) assessed the influence of talent management practices on the service delivery of healthcare professionals in Nairobi City County. Based on correlation analysis, the findings indicated that talent attraction positively correlated with service delivery of doctors, while employee retention was not linked with service delivery.…”

Reducing Voluntary Employee Turnover in Small Construction Companies for Long-term Productivity

“…They found that a strategy such as mediation during an employment conflict is critical for reaching an amicable solution and preventing job discrimination. Similarly, Lamare and Lipsky [113] used an empirical study to examine the effects of arbitration on discrimination claims. They found that employment discrimination claims differ from arbitration, which is appropriate for resolving antidiscrimination statutes at work.…”

“…They found that employment discrimination claims differ from arbitration, which is appropriate for resolving antidiscrimination statutes at work. According to Lamare and Lipsky [113], construction leaders must be aware of mitigating employment conflicts based on religion, race, age, or physical disabilities to create e conducive work environment. Employers or small construction business owners may use job embeddedness theory for mediation, arbitration, or direct negotiation in their daily managerial activities to promote employee retention strategies and reduce voluntary employee turnover.…”