MEDIATED MODERATION EFFECT OF STRATEGY IMPLEMENTATION AND STAKEHOLDER ENGAGEMENT ON THE RELATIONSHIP BETWEEN EMPLOYEE MOTIVATION AND PERFORMANCE OF LEVEL FOUR GOVERNMENT HOSPITALS IN KENYA
Abstract
Purpose of Study: This paper sought to establish the mediated moderation effect of strategy implementation and stakeholder engagement on the relationship between employee motivation and Performance of Level Four government hospitals in Kenya.
Problem Statement: One of the biggest problems facing today's organization is implementing plans, and most falter during this phase. Implementing a strategy is a crucial step in the strategic management process since it converts a plan of action into a set of actions. While the problem of strategy execution has garnered significant attention, the process by which strategies are converted into organisational results has essentially remained a mystery because strategy implementation has not received the same level of attention as strategic decision-making and planning as many researchers and authors have a bias in favour of the strategy creation process and downplay the importance of strategy implementation within an organization. Consequently, understanding why some organizations execute strategy more successfully than others is lacking, and practitioners continue identifying strategy implementation (SI) as the most difficult task.
Methodology: The study used a mixed-method approach, adopting a sequential explanatory design in 22 county referral hospitals and 82 sub-county hospitals in Kenya. It targeted the top-level and second-level management staff since they are responsible for strategy and policy formulation in the institutions.
Result: The study found no significant mediation-moderator effect on the relationship between employee motivation and Performance of Level Four government hospitals in Kenya.
Keywords: Strategy Implementation, Stakeholder Engagement, Employee Motivation & Performance of Level Four Government Hospitals in Kenya
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