The Impact of Industrial Unrest on Selected Performance Outcomes of Health Institutions: A Case of Kiambu County, Kenya
- December 10, 2020
- Posted by: RSIS Team
- Categories: Health Sciences, IJRSI
International Journal of Research and Scientific Innovation (IJRSI) | Volume VII, Issue XI, November 2020 | ISSN 2321–2705
Toro Andrew Jacob, Omondi Richard Mc’Otieno, Anne Omondi Kerubo
University of Eastern Africa, Baraton, Kenya
Abstract: The Constitution 2010devolved the responsibility of public health service delivery for primary and secondary health services to the counties in order to ensure that health services are brought closer to the citizens and to ensure efficient and effective management of the systems. However, in the years running 2015 – 2017, the health sector was hit by cases of labor unrest to unprecedented disruptions and interruptions in the health care management systems as envisioned in the Constitution 2010. Thus, this study aimed at establishing the impact that industrial unrest has had on the public health sector. The study adopted a descriptive – correlation and causal research design and targeted the health sector employees and administrators from Kiambu County. The data was analysed and specific statistical tools adopted included percentages, frequency, mean, standard deviation and analysis of variance 9ANOVA). The study established that the frequency of industrial unrest was more after devolving the management of the health sector and further established that industrial unrest has a high impact on the production efficiency and a low impact on organizational resources management, human resource management and social accountability and reactivity. Consequently, the study recommends that systems, measures and policies should be instituted to help address the various elements of the public health sector as assessed in the study.
Keywords: Healthcare management; industrial action; labour relations or industrial relations; medical services
INTRODUCTION
Beardwell and Claydon (2007) asserts that human involvement with organizational frameworks through the provision of labour force is the result of organizational policies intended to impact organizational performance. However, these policies equally affect the labour force of an organization from all dimensions in that they can either lead to satisfaction or dissatisfaction of the human labour force (Beardwell & CLaydon, 2007). Thus, it is an established fact that human resource can be the deciding factor for an organization’s performance and success (Nyakwara, Shiundu, & Gongera, 2014). Beardwell and Claydon (2007), suggests that an organization can obtain meaningful and long-
