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The Effect of Career Development Planning on the Health Sector
Performance in the County Government of Bungoma.
Kamala Maloba Paul
1*
, Dr. Kennedy Wandera Walubengo
2*
1
Department of Business Aministration and Management Sciences, Kibabii University, Kenya.
2
Department of Business Administration and Management Science, Masinde Muliro University of
Science and Technology, Kenya.
*Corresponding Author
DOI:
https://doi.org/10.51583/IJLTEMAS.2026.150300053
Received: 25 March 2026; Accepted: 30 March 2026; Published: 10 April 2026
ABSTRACT
Career development planning is a critical element of succession planning, focusing on systematically preparing
employees for future organizational roles. Career Development planning face significant challenges such as
Inconsistent and inadequate implementation of career development practices particularly unequal access to
training, mentorship and promotion opportunities which continue to undermine employee performance in public
health facilities in Bungoma County. Thus the primary aim of the research was to establish the effect of Career
Development Planning on Health Sector performance in the County Government of Bungoma, Kenya. The
research was guided by the Human Capital Theory and was conducted in the among the Health Sector in the
County Government of Bungoma. This research employed a descriptive survey research design, analysing data
through descriptive statistics, including mean, standard deviation, frequency, and percentage, as well as
inferential statistics, comprising Pearson correlation and regression analysis, given in tabular form the target
population of 240 respondents was drawn from the County Referral Hospital and 9 Sub-County Hospitals.
Simple random sampling was used to select 15 Heads of Ward Sections while census method was adopted in
selecting 94 respondents within the County Ministry of Health to give a total of 109 respondents as the sample
size. The research incorporated primary data sources collected using closed and open-ended questionnaires and
interviews, which were pretested in Turkana County to evaluate validity and reliability. Quantitative data
collected through questionnaires were analysed using SPSS, while qualitative data from open-ended questions
and interviews were subjected to thematic analysis. The findings indicated that all aspects of Career
Development Planning exhibited a positive and significant correlation with Health Sector Performance in
Bungoma County, Kenya. The results indicated that Health Sector Performance increases by 0.321 units for
each unit rise in Career Development Planning (β2=0.321, p<0.05). This outcome suggests that the County
Government of Bungoma should develop and implement a Career Development plan as to improve on the
performance of the health sector.
Keywords: Career Development Planning, Health Sector Performance, County Government
INTRODUCTION
Career development planning is widely recognized as a critical component of human resource management that
enhances employee performance and organizational effectiveness. It encompasses structured practices such as
training, mentoring, career advancement, and continuous learning, all of which are designed to equip employees
with the necessary skills, competencies, and motivation to perform effectively. In contemporary organizations,
career development is increasingly viewed not only as a means of individual growth but also as a strategic tool
for improving institutional performance and service delivery.
Globally, organizations have adopted various career development initiatives to enhance employee engagement
and productivity. In the healthcare sector, where service delivery is highly dependent on the competence and
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commitment of personnel, career development plays a particularly significant role. However, evidence from
different contexts suggests that the relationship between career development and employee performance is not
always direct or consistent. For instance, Pronajaya, Anindita, and Pamungkas (2021) observed that although
career development practices such as career advancement are intended to improve performance, they may not
necessarily yield significant outcomes without the influence of other factors such as motivation and
organizational environment. This highlights the complexity of the career development–performance
relationship, especially in specialized healthcare settings.
In developing economies, career development practices have been implemented across various sectors with
varying outcomes. In Nigeria, Victor, Anna, and Terhile (2023) demonstrated that structured career development
components, including mentoring, career education, and career commitment, significantly enhance employee
performance. This suggests that when well-implemented, career development initiatives can positively influence
employee outcomes. However, such findings are largely derived from the banking sector, which operates under
different structural and operational conditions compared to the public healthcare sector.
Similarly, in the public sector context, career development has been identified as an important mechanism linking
training to performance. Jaffu (2023) emphasized that career development plays a mediating role in enhancing
the effectiveness of training on employee performance in Tanzania. This perspective underscores the importance
of integrating career development within broader human resource strategies. However, it also suggests that career
development may function differently depending on how it is conceptualized and applied within an organization.
Within the healthcare sector, career growth factors such as professional advancement, organizational support,
and personal development have been associated with improved employee performance. Mohammed, Wahab,
and El-Sayed (2020) found that career growth significantly influences nurse performance in Egyptian public
hospitals, indicating that supportive career development frameworks can enhance healthcare outcomes.
Nevertheless, such findings are context-specific and may not fully reflect the realities of healthcare systems
operating under different governance structures.
In Kenya, studies on career development have shown that practices such as job advancement, career stability,
and learning opportunities contribute positively to employee performance. Hallo and Obuba (2021) established
that career development significantly improves performance in private healthcare facilities in Isiolo County.
Similarly, Gwadoya and Otsyulah (2023) found that structured career development strategies positively
influence employee performance in public hospitals in Vihiga County. While these studies confirm the
importance of career development in the Kenyan healthcare context, they are limited in scope, focusing on
specific regions or types of institutions.
Additionally, Mwashila (2017) highlighted the role of career development planning, mentorship, and progression
in enhancing employee performance in public universities in Kenya. Although this demonstrates the broader
relevance of career development across sectors, differences between the education and healthcare sectors, as
well as changes brought about by governance reforms, necessitate further investigation within the healthcare
context.
The introduction of devolution in Kenya has significantly transformed the management of public health services,
placing greater responsibility on county governments. This shift has created both opportunities and challenges
in the implementation of career development practices. While counties have the autonomy to design context-
specific human resource strategies, disparities in resources, policy implementation, and administrative capacity
have resulted in inconsistencies in career development opportunities across regions.
Despite the growing emphasis on career development, existing studies present mixed findings, with some
reporting significant positive effects on employee performance (Victor et al., 2023; Hallo & Obuba, 2021;
Gwadoya & Otsyulah, 2023) and others indicating limited or no direct influence (Pronajaya et al., 2021).
Furthermore, many studies are either sector-specific or geographically limited, with insufficient focus on the
public healthcare sector within Kenya’s devolved system. This creates a contextual and methodological gap in
understanding how career development planning influences employee performance in county-level health
facilities.
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Therefore, this research sought to examine the influence of career development planning on health sector
performance in public health facilities in Bungoma County, Kenya. By focusing on a devolved healthcare
context, the investigation aimed to provide insights into how career development initiatives such as training,
mentoring, and cross-functional projects contribute to improved performance outcomes.
Statement of the problem
Despite the recognized importance of career development planning in enhancing employee performance,
existing studies report inconsistent findings, with some indicating significant positive effects while others show
limited or no direct influence (Pronajaya, Anindita, & Pamungkas, 2021; Victor, Anna, & Terhile, 2023). In
Kenya’s devolved health system, disparities in access to training, mentorship, and career advancement
opportunities further complicate the effectiveness of such practices (Hallo & Obuba, 2021; Gwadoya &
Otsyulah, 2023). Consequently, it remains unclear how career development planning influences employee
performance in public health facilities, thereby necessitating this research in Bungoma County.
Research Objectives
General Objective
The main objective of this research was to investigate the effect of Career development planning on the Health
Sector performance in the County Government of Bungoma, Kenya.
Research Hypotheses
H0
1
: Career development planning has no significant effect on the Health Sector performance in the County
Government of Bungoma.
Significance of the Study
This research contributes to the literature on career development by addressing challenges within the devolved
healthcare sector and enhancing scientific understanding of succession and career development methodologies.
The findings may be used to critique or affirm the theories examined, thereby adding to the existing body of
knowledge. This research will be valuable to the County Government of Bungoma, the other 46 counties, and
the National Government of the Republic of Kenya, as it will shed light on the challenges hindering health sector
performance at both county and national levels and propose ways through which such obstacles can be addressed.
In addition, top management within healthcare facilities under both county and national governments will be
able to draw insights that support decision-making, particularly on matters concerning career development within
their organizations. This will promote an enabling organizational culture that enhances efficiency, effectiveness,
continuity, and improvement. The research will also be crucial for policymakers by providing relevant
information to guide the formulation and implementation of career development plans, thereby strengthening
healthcare governance. Consequently, both national and county governments will be better positioned to reassess
existing policies, remove barriers, and facilitate effective career development within the healthcare sector.
Scope of the Study
The research sought to investigate the effect of career development planning on health sector performance in the
County Government of Bungoma. The scope focused on the overall health sector within the County Government
of Bungoma, Kenya, as the geographical area of focus
LITERATURE REVIEW
Theoretical Review
The reasearch was guided by the Human Capital Theory.
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Human Capital Theory
The Human Capital Theory, originally advanced by Gary Becker (1964), posits that individuals and
organizations invest in education, training, and health as a way of enhancing productivity and future economic
returns. Becker viewed human capital as a tangible asset, much like physical capital, which contributes directly
to organizational growth and national development.
This notion underscores that the knowledge, skills, and competencies possessed by employees are critical
determinants of performance outcomes. Later, Davenport (1999) expanded the theory by identifying human
capital as encompassing a range of attributes such as knowledge, skills, talents, behaviors, effort, and time. These
components interact to determine an individual’s value contribution to the organization. Similarly, Ulrich (1998)
argued that employees should no longer be viewed as costs to be minimized but as strategic assets whose
development can generate long-term organizational advantage.
In modern organizational contexts, the Human Capital Theory has evolved toward a results-based perspective.
Phillips (2005) and more recent scholars such as Manea and Virlanuta (2021) and Kaur and Kaur (2023) note
that organizations increasingly emphasize outcome-oriented investments in people, linking employee
competencies directly to performance metrics and strategic objectives.
This shift reflects a broader paradigm where human capital is recognized as a central element of organizational
sustainability, particularly in knowledge-driven sectors like healthcare. Investment in employees’ professional
development, training, and career growth enhances institutional capacity and continuity, which are vital for
effective succession planning.
Despite its wide application, the theory has faced several criticisms. Contemporary researchers such as Sarpong
and Osei-Tutu (2022) argue that Human Capital Theory oversimplifies the relationship between education and
productivity by assuming a linear and measurable correlation, while ignoring contextual factors such as
workplace culture, institutional politics, and socio-economic inequalities.
Moreover, Okolie et al. (2023) highlight that the theory inadequately accounts for informal learning, mentorship,
and the social capital that significantly shape performance in sectors like healthcare. These limitations suggest
the need to complement human capital perspectives with broader organizational and behavioral insights when
analyzing workforce dynamics.
The relevance of Human Capital Theory on succession planning and health sector performance in Bungoma
County is significant. Effective succession planning relies heavily on the systematic identification, training, and
mentoring of employees to ensure leadership continuity and service efficiency.
Through structured career development planning, health institutions can cultivate employees’ skills and
competencies to prepare them for future leadership roles, thereby minimizing disruptions in service delivery. In
this context, Human Capital Theory provides a useful lens for understanding how investment in employee
development enhances institutional resilience and long-term performance in the county’s healthcare system.
CONCEPTUAL FRAMEWORK
A conceptual framework is the diagrammatic presentation of variables and it illustrates the relationship variables
and it illustrates the relationship between the independent and the dependent variables (Chandran, 2004; Oso &
Onen, 2009).The conceptual framework used in this research depicts the various variables used in research.
Figure 2.1 displays the efficacy of the county government (dependent variable) is assessed through completion
of tasks, customer satisfaction, and cost reduction. This can be accomplished via Career development planning
(independent variable), which encompasses training, mentorship and coaching and cross functional projects.
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Figure 2. 1: Conceptual framework for the variables
Source: Adapted from reviewed literature by the researcher (2025)
Review of the Variables
Career Development Planning and Health Sector Performance
Career development planning has been widely investigated across different contexts, with scholars examining
constructs such as training, mentoring, career commitment, job advancement, and learning opportunities as
determinants of employee and organizational performance. However, despite the growing body of evidence,
inconsistencies remain regarding the mechanisms and contextual effects of career development on performance,
particularly in the public health sector of developing economies.
Pronajaya, Anindita, and Pamungkas (2021) investigated the Self-Efficacy Model and Career Development and
their impact on employee engagement and nurse performance at Dharmais Cancer Hospital in India. Using an
explanatory design and Structural Equation Modeling (SEM), the research revealed that career advancement had
no significant influence on nursing performance. The constructs assessed included self-efficacy, career
advancement, and engagement. This finding suggests that non-behavioral factors such as motivation and
institutional culture might moderate the career development–performance relationship. However, the focus on a
single hospital in India limits its generalizability. The current research addressed this contextual gap by
examining the relationship in Kenya’s devolved health system, where career development opportunities differ
substantially from those in specialized hospitals.
In Nigeria, Victor, Anna, and Terhile (2023) employed a cross-sectional survey design to examine career
education, mentoring, and career commitment as dimensions of career development influencing employee
performance in deposit money banks in Makurdi Metropolis. Using multiple regression analysis, the findings
revealed that all three constructs had a significant positive effect on employee performance. While this work
enhances understanding of how structured mentoring and career education foster performance, it was conducted
in the banking sector, which differs fundamentally from the public healthcare context characterized by
bureaucratic structures and professional hierarchies. This contextual divergence forms part of the research gap
addressed in the current inquiry.
Similarly, Jaffu (2023) examined the mediating role of career development in the relationship between training
and public procurement professionals’ performance in Tanzania using Hayes’ Process Macro and CFA-based
SEM. It was established that career development significantly mediated the training–performance relationship.
The constructs included training quality, professional advancement, and skill utilization. The methodological
strength of mediation testing provides insight into career development as a mechanism rather than a direct driver
of performance. Nonetheless, unlike Jaffu’s mediation framework, the present research treated career
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development as an independent construct, thereby addressing a conceptual gap in understanding its direct
influence on healthcare performance.
In Egypt, Mohammed, Wahab, and El-Sayed (2020) assessed career growth factors—specifically job-related,
personal, and organizational elements—and their association with nurse performance in Port Said Governmental
Hospitals. Using a descriptive correlational design and stratified random sampling, they found a statistically
significant positive relationship between career growth and performance. While the findings highlight the
importance of personal and organizational support in improving healthcare outcomes, the focus on Egyptian
hospitals limits applicability to Kenya’s decentralized health governance system. The current research therefore
addresses a geographical and policy-context gap by situating the analysis within Bungoma County’s public
health facilities.
Hallo and Obuba (2021) analyzed job advancement, career stability, and learning opportunities as dimensions
of career development influencing employee performance in Isiolo County’s private health sector. Using a
descriptive survey design and a sample of 199 practitioners, they found that career development significantly
enhanced performance. However, the inquiry was limited to private facilities and did not account for public
sector constraints such as promotion delays and limited training budgets. The current research addressed this
contextual gap by focusing on public hospitals and expanding the career development construct to include
mentorship, coaching, and cross-functional training.
In Vihiga County, Kenya, Gwadoya and Otsyulah (2023) investigated the relationship between career
development strategies and employee performance at Level Five Hospitals. They applied a descriptive design
and census approach and established that structured career development plans had a significant positive influence
on staff performance. Despite its relevance, the limitation lies in its single-county focus, which constrains
generalizability across Kenya’s diverse health systems. The current research extended this analysis to Bungoma
County, offering comparative insights into how contextual differences shape performance outcomes.
Lastly, Mwashila (2017) examined career development planning, career progression, and mentorship and their
effects on academic staff performance in public universities in Kenya’s Coast region. Using a descriptive survey
design with stratified random sampling, the findings revealed a positive and significant relationship between
career development planning and performance. While this work highlights the relevance of professional growth
initiatives, its focus on the education sector and the pre-devolution context leaves both a sectoral and temporal
gap. The present research therefore investigated career development within post-devolution healthcare
institutions, where human resource policies and operational dynamics have evolved.
In summary, prior studies have utilized diverse constructs such as training, mentorship, job advancement, and
learning opportunities, and employed both quantitative and mixed methods to link career development with
performance. However, existing research presents inconsistent findings some reporting significant effects
(Victor et al., 2023; Hallo & Obuba, 2021) and others indicating none (Pronajaya et al., 2021). Moreover, most
studies are sector-specific (banking, education, or private health) and geographically restricted, creating a
contextual and methodological gap regarding how structured career development initiatives influence public
health sector performance in devolved Kenyan settings such as Bungoma County.
METHODOLOGY
Materials
The main objective of the research was in determining the effect of Career development planning on the Health
Sector performance in the County Government of Bungoma, Kenya.
Methods
A descriptive research design was adopted for this research. Descriptive research is mainly concerned with
determining the frequency with which something occurs or the relationship between variables (Kothari, 2009).
The target population comprised 240 employees drawn from nine (9) Sub-County Hospitals and the County
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Referral Hospital. These included: one (1) Chief Executive Committee Member – Health, one (1) Chief Officer
– Health, one (1) Director – Health, one (1) County Nursing Officer, ten (10) Medical Superintendents, ten (10)
Hospital Administrators, ten (10) Human Resource Officers, ten (10) Heads of Pharmacy, ten (10) Heads of
Nursing, ten (10) Heads of Laboratory, ten (10) Heads of Clinical Services, twenty (20) Heads of Ward Sections
from the County Referral Hospital, and one hundred forty-six (146) Heads of Ward Sections from the nine (9)
sub-counties. Primary data was collected using a structured questionnaire. A census approach was applied to
include 94 respondents. In addition, 10% of the 146 Heads of Ward Sections from the Sub-County Hospitals,
representing fifteen (15) respondents, were selected through simple random sampling, resulting in a total sample
size of 109 respondents.
The researcher conducted a pilot test at Turkana County Referral Hospital to confirm the validity and reliability
of the research instruments. During the pilot phase, 25 questionnaires were administered to meet these pre-
analysis requirements. The collected data was then summarized, edited, and coded. Both descriptive and
inferential statistics were used for data analysis. Descriptive statistics involved computation of means, standard
deviations, percentages, and frequencies, while inferential statistics was applied to determine the relationship
between the independent and dependent variables. Prior to conducting regression analysis, key regression
assumptions were tested, since violation of these assumptions can significantly affect the accuracy and precision
of the findings.
RESULTS AND DISCUSSION
Response rate
A sample comprising 109 participants was utilized, from which 105 questionnaires were disseminated. Notably,
this distribution excluded the Ministry of Health officials, specifically the CECM – Health, Chief Officer –
Health, County Director, and County Nursing Officer, who were engaged solely through interviews.
Consequently, from the 105 questionnaires distributed, 101 questionnaires were received depicting a response
rate of 96.2% was achieved which is good for generalizability of the research findings to a wider population.
Reliability and Validity of research instruments
Reliability of research instruments was tested using Cronbach’s alpha; which tests internal consistency and the
results in Table 4.1 shows Cronbach’s alpha coefficients values of 0.7 and above confirming that reliability of
the research instruments.
Table 4. 1: Results of Reliability test
Variables
Cronbach’s Alpha
No. of Items
Career Development Planning
0.795
5
Health Sector Performance
0.833
5
Source: Field Data (2025)
Table 4.2 KMO and Bartlett's Test for Sampling Adequacy
The KMO revealed to be over the 0.6 threshold (0.772), and the Bartlett test of Sphericity tested significantly
where p< 0.05, which is a need for factor analysis.
Source: Field Data (2025)
“KMO and Bartlett's Test Value
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
0.772
Bartlett's Test of Sphericity
Approx. Chi-Square
304.847
Df
24
Sig.
0.000”
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Descriptive Results of Career Development Planning and Health Sector performance
These are descriptive statistics on the influence of Career Development Planning on Health Sector Performance
in Bungoma County, Kenya as summarized in table 4.3.
Table 4. 3: Descriptive results on Career Development Planning
Statement
Strongly
Disagree
Disagree
Neutral
Agree
Strongly Agree
Mean
S/D
There is a well-
established career
path planning
2(2%)
6(5.9%)
17(16.8%)
64(63.4%)
12(11.9%)
3.77
.811
Financial support for
learning programs
motivates.
6(5.9%)
6(5.9%)
17(16.8%)
34(33.7%)
38(37.6%)
3.99
1.150
All employees are
afforded
opportunities for
development through
training initiatives.
4(4%)
20(19.8%)
15(14.9%)
47(46.5%)
15(14.9%)
3.49
1.092
The organization
maintains a policy
focused on the
advancement of
employee careers.
1(1%)
10(9.9%)
19(18.8%)
55(54.5%)
16(15.8%)
3.74
.879
Coaching and
mentorship
initiatives exist for
the advancement of
management skills.
0(0%)
7(6.9%)
17(16.8%)
48(47.5%)
29(28.7%)
3.98
.860
Source: Field Data (2025)
According to the findings presented in Table 4.3, a significant portion of the respondents, totalling 76 individuals,
which represents 75.3%, expressed agreement with a mean rating of 3.77 and a standard deviation of 0.811,
indicating that there exists a well-defined career path planning that is in harmony with personal goals and
interests within the organization. This conclusion aligns with the assertions made by Hallo and Obuba (2021),
who posited that fostering employee development for future roles allows organizations to strategically position
individuals in roles that resonate with their career aspirations, requirements, and objectives.
Organizations derive significant advantages from training and development, including the ability to attract and
retain exceptional talent, elevate productivity and revenue, improve employee morale and job satisfaction, and
further enhance overall workplace morale. Also, companies with engaged employees report 41 percent lower
absenteeism rates and 17 percent higher production (Garcia, Huang, & Kwok, 2023). An insignificant (7.9%)
who represented 8 respondents disagreed while (16.8%) that represented 17 respondents were neutral to this
statement.
Moreover, a significant portion of the respondents, 72 in total, representing 71.3%, expressed agreement with a
mean rating of 3.99 and a standard deviation of 1.150, indicating that financial support for learning programs
enhances their motivation to excel in their professional endeavors. A minor proportion (11.8%), corresponding
to 12 respondents, expressed disagreement, while a slightly larger segment (16.8%), representing 17 respondents,
maintained a neutral stance regarding this statement. Furthermore, a significant portion of the respondents, 62 in
total, representing 61.4%, provided a mean rating of 3.49 with a standard deviation of 1.092, indicating their
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agreement that all employees are afforded opportunities for growth in training and development. A negligible
23.8%, corresponding to 24 respondents, expressed disagreement, while 14.9%, representing 15 respondents,
maintained a neutral stance regarding this statement.
Regarding the inquiry into the organization's stance on employee career development policies, a substantial
majority of respondents, numbering 71 and accounting for 70.3%, expressed agreement, yielding a mean rating
of 3.74 and a standard deviation of 0.879. Conversely, a minor segment, comprising 10.9% or 11 respondents,
voiced disagreement, while 18.8%, equating to 19 respondents, maintained a neutral position on the matter.
In conclusion, concerning the assertion that coaching and mentorship programs exist for management
development, a significant majority of the respondents, 77 in total, representing 76.2%, expressed agreement,
reflected in a mean rating of 3.98 and a standard deviation of 0.860. Mentoring fosters the attainment of
significant knowledge, the delivery of thoughtful feedback, and the enhancement of professional connections for
mentees (Fauzi, 2023). A negligible portion (7%) of respondents, amounting to 7 individuals, expressed
disagreement, whereas a larger segment (16.8%), representing 17 respondents, maintained a neutral stance
regarding this statement.
An interview conducted on County Executive Committee Member (CECM), Chief Officer, County Director and
County Nursing officer for health partaking Career Development Planning question on whether their hospital
have a personal career plan that is reviewed and if yes how long the review took, specific action plans and steps,
the response was that:
“It is reviewed yearly and quarterly based on need basis. We have the mandate to ensure that employee career
plan are reviewed periodically to ensure that they achieve growth and progression in their career life.” In
specific the CECM Health held that “i purpose that each employee aspires to progress in his/her career through
setting his/her goals towards his/her career and ensuring that he/she achieves them to remain affront.
Regarding the question whether the leadership do career advisory services that determine competencies and
interests of its academic staff, the response was as follows:
The Chief Officer Health responded that “I advise the County Governor, medical superintendents and directors
on the need to ensure employees are skillful and acquire the right knowledge through training and capacity
building programmes. Sometimes lack of adequate funding cripples such exercises thus limiting the capacity of
the County to continuously ensure that employees are adequately empowered. I would urge that the National
Government to release funds on time so as to ensure such programmes are not crippled as they are of immense
value towards ensuring quality service delivery.”
Also the respondents were asked if career development influence performance in your Hospital and majority of
them were of the opinion that indeed it influences performance of their hospitals although it was coupled with
bias.
Table 4. 4: Descriptive results on Health Sector Performance
Statement
Strongly
Disagree
Disagree
Neutral
Agree
Strongly Agree
Mean
S/D
Employees are able
to undertake their
duties and tasks
1(1%)
0(0%)
19(18.8%)
59(58.4%)
22(21.8%)
4.00
.707
Health services are
well managed
1(1%)
7(6.9%)
30(29.7%)
46(45.5%)
17(16.8%)
3.70
.867
Services offered by
your organization are
done in accordance
0(0%)
7(6.9%)
30(29.7%)
43(42.6%)
21(20.8%)
3.77
.859
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Services are direct
and accessible with
no undue barriers
4(4%)
5(5%)
32(31.7%)
44(43.6%)
16(15.8%)
3.62
.947
Quality of medical
care given is in line
with the ministry of
Health Standards
1(1%)
2(2%)
16(15.8%)
47(46.5%)
35(34.7%)
4.12
.816
Source: Field Data (2024)
The findings presented in Table 4.4 indicate that a significant majority of the respondents, totaling 81 individuals,
which represents 80.2%, expressed agreement with a mean rating of 4.00 and a standard deviation of 0.707
regarding the capability of employees to fulfill their assigned duties and tasks within the designated timeframe.
Malik and Sawar (2021) demonstrated that employees who experience empowerment display a strong sense of
determination and creativity, invest significant effort into their tasks, and are intrinsically motivated by the nature
of their work, ultimately leading to enhanced productivity within the workplace. A negligible 1% of respondents,
equating to one individual, expressed disagreement, while 18.8%, representing 19 respondents, maintained a
neutral stance regarding this statement. Moreover, a significant portion of the respondents, 63 in total,
representing 62.3%, indicated a mean rating of 3.70 with a standard deviation of 0.867, also concurred that health
services are effectively managed, leading to enhanced patient satisfaction.
A negligible 7.9%, equating to 8 respondents, expressed disagreement, while 29.7%, representing 30
respondents, maintained a neutral stance regarding this statement.
Furthermore, a significant portion of the respondents, numbering 64, represented 63.4% of the sample, with a
mean rating of 3.77 and a standard deviation of 0.859, concurred that the services provided by their organization
align with the stipulations outlined in the service charter. A negligible 6.9%, corresponding to 7 respondents,
expressed disagreement, while 29.7%, representing 30 respondents, maintained a neutral stance regarding this
statement. Regarding the assertion concerning the directness and accessibility of services without undue barriers
related to cost, language, culture, or geography, a significant majority of respondents, totalling 60 individuals
(59.4%), expressed agreement, reflected in a mean rating of 3.62 and a standard deviation of 0.947. Conversely,
a minor proportion of 9% of respondents, amounting to 93 individuals, disagreed, while 31.7%, representing 32
respondents, maintained a neutral stance on the matter. In conclusion, concerning the assertion that the quality
of medical care provided aligns with the standards set by the Ministry of Health, a significant majority of
respondents, totalling 82 individuals or 81.2%, expressed agreement, yielding a mean rating of 4.12 and a
standard deviation of 0.816. Conversely, a negligible 3% of respondents, amounting to 3 individuals, disagreed,
while 15.8%, representing 16 respondents, maintained a neutral stance on the matter. The interview question
aimed to ascertain the efficacy of health services management within hospitals, particularly in terms of resource
optimization and minimization of waste.
The responses were as follows:
The County Nursing officer responded that “It’s above average although with some wastages’ being reported
but we have put in mechanisms to address it.”
In addressing the inquiry concerning the extent to which hospital managers are endowed with the requisite
authority to fulfill established objectives and are held accountable for overall performance and outcomes, the
reply was that:
“Yes, hospital managers are given the authority they need to achieve their goals and are held accountable for
their performance. This is done by giving employees the authority they need to carry out their responsibilities,
establishing clear reporting relationships and job descriptions that include safety and health responsibilities
and create arrangements to ensure that employees are held accountable for their actions.”
Participants were solicited to share their perspectives on potential enhancements to the efficacy of the healthcare
sector. The majority of respondents concurred that employing data-driven insights to inform decision-making in
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healthcare is pivotal for improving patient outcomes and operational efficiency, which fundamentally relies on
the utilization of such insights. They further asserted that effective performance management within the
healthcare sector relies on the capacity to analyze and interpret data with precision and expedience.
Inferential statistics
Pearson Correlation analysis was conducted to analyze the strength and direction of relationship between the
variable as seen in table 4.5
Table 4.5: Correlations
CDP
HSP
CDP: Career Development Planning
Pearson Correlation
1
Sig. (2-tailed)
N
101
HSP: Health Sector Performance
Pearson Correlation
.482
**
1
Sig. (2-tailed)
.000
N
101
101
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).”
Linear influence of Career Development Planning on Health Sector Performance
Simple linear regression analysis was conducted to establish the relationship between Career development
planning and Health Sector performance in Bungoma County, Kenya. The R square was used to establish
contribution of Career Development Planning on Health Sector Performance. The results are as shown in Table
4.6.
Table 4.6: Regression analysis for Career Development Planning on Health Sector Performance.
Model Summary
“Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.482
a
.232
.224
. 22789
a. Predictors: (Constant), Career Development Planning
ANOVA
a
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
1.552
1
1.552
29.881
.000
b
Residual
5.141
99
.052
Total
6.693
100
a. Dependent Variable: Health Sector Performance
b. Predictors: (Constant), Career Development Planning”
Coefficients
a
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Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
2.230
.320
6.969
.000
CDP
.395
.072
.482
5.466
.000
a. Dependent Variable: Health Sector Performance
The F test yielded a result of F (1, 99) = 29.881, p<0.05 indicating that the model explains the variation in the
dependent variable. This also depicts that Career Development Planning is a useful predictor of Health Sector
Performance.
The relationship between Career Development Planning and Health Sector performance is positive and
significant as the p value 0.000 is less than the significant level 0.05.Due to this finding, the null hypothesis that
stated Career Development Planning has no significant effect on the Health Sector Performance in the County
Government of Bungoma was hereby rejected. In particular, Health Sector Performance will increase by 39.5%
for every unit increase in Career Development Planning as captured in the regression model obtanined as Y=
2.230+ 0.395X
1
CONCLUSION
Career Development Planning and Health Sector performance
The findings demonstrated that the planning of career development exerted a considerable impact on the
performance of the health sector within the County Government of Bungoma. An analysis of correlation was
conducted to determine the nature of the relationship between career development planning and the performance
of the health sector within the County Government of Bungoma. The research revealed that career development
planning exhibited a Pearson correlation of 0.482, indicating a moderate positive correlation of 48.2% with the
performance of the health sector.
The findings from the regression analysis indicated that career development planning accounted for 23.2%
(0.232) of the variation in the performance of the health sector (dependent variable). The remaining 76.8% of
the variation may be elucidated by alternative dynamics pertaining to health sector performance within the
County Government of Bungoma. The findings thus suggest that career development planning is positively
correlated with the performance of the health sector within the County Government of Bungoma.
Recommendations
To enhance Career Development Planning the managers should assess current workforce skills and goals by
ensuring they conduct skills gap analysis to understand employee competencies and create individualized career
plans aligned with organizational goals. They should also provide training and development opportunities by
offering access to certification programs, workshops, and continuing education tailored to health sector needs
and use online learning platforms for flexible and scalable training. Managers may also implement performance
appraisals and feedback systems by conducting regular performance reviews with constructive feedback and use
360-degree feedback to provide comprehensive insights into strengths and areas of improvement.
Areas for further research
The research was conducted in Bungoma County; therefore future studies can be done to compare the
effectiveness of Career Development Planning in Bungoma County with the neighboring Counties.
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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XV, Issue III, March 2026
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