Determinants of Health Workers Productivity in Public Health Facilities: A Case in Laikipia County

Abstract

Health worker productivity in Laikipia County's public health facilities often falls short of desired standards, leading to inefficiencies and compromised patient care. This issue is particularly problematic during periods of high patient demand and limited resources. Low productivity affects multiple stakeholders: patients experience compromised care and longer wait times, health workers suffer from burnout, low morale, and job dissatisfaction, while health administrators and policymakers struggle to manage effective healthcare delivery and achieve desired health outcomes. The study sought to establish determinants of health workers’ productivity in public health facilities in Laikipia County. Specifically, the study sought to establish the influence of motivational strategies, leadership styles, facility resources, and health worker appraisal on the productivity of health workers. The study was guided by McClelland’s acquired needs motivation theory, and adopted a descriptive cross-sectional survey design. The study’s target population comprised of 228 health workers including doctors, clinicians and nurses working at the Nanyuki teaching referral hospital and two of the largest sub-county hospitals. There were 145 medical professionals in the sample, including doctors, clinicians and nurses. Primary data was gathered via interviews and questionnaires. In Nyeri County, a pilot research was carried out. Validity and reliability tests were conducted on the pre-test results. Data analysis was carried out with the SPSS version 26 tools. Descriptive data like frequencies, percentages, averages, and standard deviation as well as inferential statistics like Pearson correlation and binary logistic regression analysis were computed during the analysis. Tables and narratives were then used to display the data. The study found that health workers' productivity in public health facilities in Laikipia County was favorably influenced by leadership style, facilities resources, health worker appraisal, and motivational tactics. It was suggested that in order to improve employee performance, leaders in any member association should empower staff members and cultivate an environment that values learning, creativity, and innovation. This includes training staff members on how to provide and receive feedback. The management and human resources department at the facilities should also make this clear and explain the rationale behind the assessment's necessity. Additionally, the management of a member association's organization should influence and motivate subordinates by exchanging rewards for a specific performance. Finally, human resource management should guarantee that salaries are based on an unbiased annual increment, that health care workers are paid on time, and that terminal benefits are standardized and in line with performance, all of which will improve worker motivation.