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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XV, Issue V, May 2026
The Effect of Talent Development on the Health Sector performance in
the County Government of Bungoma.
Kamala Maloba Paul
1
, Dr. Fred Gichana Atandi
2
1
Department of Business Aministration and Management Sciences, Kibabii University, Kenya.
2
Department of Economics, Finance and Accounting, Kibabii University, Kenya.
DOI:
https://doi.org/10.51583/IJLTEMAS.2026.150500103
Received: 06 May 2026; Accepted: 11 May 2026; Published: 05 June 2026
ABSTRACT
In today’s competitive and dynamic business environment, organizations must invest in talent development to
remain innovative, productive, and adaptable to change. This involves activities such as training, coaching,
mentoring, performance management, career planning, and leadership development. Many organizations face
many challenges related to talent development increased job dissatisfaction, retention, and organizational
growth. These challenges undermine employee performance in public health facilities in Bungoma County. The
primary aim of this research was to establish the effect of Talent Development on Health Sector performance in
the County Government of Bungoma, Kenya. The research was guided by the Theory on Talent Development
which was conducted among the Health Sector staff 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 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 Talent Development exhibited a positive and significant correlation with Health
Sector Performance in Bungoma County, Kenya. The results posited that Health Sector Performance increases
by 0.335 units for each unit rise in Talent Development (β2=0.335, p<0.05). This outcome suggests that the
County Government of Bungoma should employ talent development as it plays a crucial role in shaping the
efficacy of healthcare performance through enhanced competencies and expertise of healthcare professionals
Keywords: Talent Development, Health Sector Performance, County Government
INTRODUCTION
The ability of health systems around the world to perform depends crucially on talent development as it is the
key driver for service delivery outcomes, with considerable impacts stemming from workforce availability,
competence and motivation. Evidence suggests that the goal of Universal Health Coverage (UHC) can only be
successfully achieved when workforce education, training and ongoing development are effective (World Health
Organization, 2016). Yet, the challenges of workforce shortages, skills mismatches and inequitable distribution
of health professionals across countries particularly in low- and middle-income countries are still major issues
(World Health Organization 2020).
Although capacity-building and lifelong learning initiatives have received considerable attention, the empirical
evidence on their effectiveness for health systems performance is still sparse (Organization for Economic Co-
operation and Development, 2019). At the continental level, especially in Africa, the health sector is limited by
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poor human resource development systems characterized by deficient training institutions and infrastructure,
weak retention figures and lack of strategic workforce planning. These issues have had a profound impact on the
delivery of high-quality performing health services across the continent (World Health Organization Regional
Office for Africa, 2017).
Regionally, Sub-Saharan Africa carries an outsized burden of the global disease, whilst being a part of the world
most challenged with shortages in skilled health workers; which further emphasizes that performance of the
sector depends on strengthening talent development systems (World Bank, 2018).
The Kenya health sector faces new and continuing workforce challenges which include inadequate staffing (at
15 percent of needed nurses), unequal distribution of well-trained workers, and few opportunities for professional
development. The challenges are increased by the dual burden of communicable and non-communicable
diseases, adversely affecting service delivery systems (Ministry of Health Kenya, 2020). While different studies
explored the status of the health workforce, financing and infrastructure in Kenya [20], there is little promising
evidence of talent development practices (including training, mentorship and career progression) and how such
practices are related with performance in delivering services in the health sector among devolution county
governments.
In addition, there is an empirical and conceptual void in the literature regarding workforce development and
health sector organizational performance outcomes, particularly in settings with decentralized governance
systems. Most studies take a aggregated human capital view and do not isolate talent development as an
individual determinant of performance. As a result, there is limited contextual evidence about how talent
development affects health delivery at the level of the county. To bridge the knowledge gap, this study aims to
investigate how talent development impacts on performance of health sector in County Government of Bungoma
contributing both policy and academic discourse on human resource management in devolved health system in
Kenya.
Statement of the problem
Even with the understanding of the significance of talent development as a means of enhancing organizational
effectiveness, there is still an ongoing issue of inadequacy regarding talent in the healthcare organizations within
the County Government of Bungoma. According to Mitosis, Lamnisos, & Talias (2021), some of the reasons
leading to poor organizational performance in the health care sector include poor talent development processes
such as lack of adequate training, inadequate professional growth opportunities among others.
The lack of proper talent development is worsened by evidence emerging from the wider research on county
governments where human resource management practices can greatly affect performance. From various studies
carried out, it is clear that even with the significant role played by human resource management practices, the
weakness in training and development process in the health organizations in Bungoma limits staff effectiveness
and poor service quality. It is therefore not known to what extent talent development in the form of staff training,
professional development among others impacts health performance in the County Government of Bungoma.
This gap in effective talent development is compounded by evidence from broader county government and public
sector research showing that while human resource management practices significantly influence employee
performance, weaknesses in training and development systems continue to hinder staff productivity and the
quality of service delivery in public health facilities. Studies have shown that inadequate capacity building and
limited professional development opportunities reduce employee effectiveness and compromise healthcare
service outcomes (Armstrong & Taylor, 2020; World Health Organization, 2016). Therefore, it remains unclear
to what extent talent development—which includes staff training, professional growth pathways, and capacity
building—affects health sector performance in devolved health systems. This gap underscores the need for
focused empirical investigation to inform policy and practice aimed at improving health service delivery through
effective talent development strategies (Agyepong et al., 2017).
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This gap in successful talent development becomes evident given the existence of findings from other areas
within the wider sphere of county government and public sector literature, indicating the significant impact of
HRM practices on employee performance. However, problems persist in terms of poor training and development,
thereby contributing to low productivity among employees and poor service delivery in public health institutions.
It has been found that poor capacity building as well as insufficient professional development opportunities lead
to lower effectiveness among employees, affecting healthcare service provision outcomes (Armstrong & Taylor,
2020; World Health Organization, 2016). Thus, it remains to be seen to what degree talent development, which
includes the training of employees and professional development opportunities, impacts the performance of the
health sector in devolved health systems.
Research Objectives
General Objective
The main objective of this research was to investigate the effect of Talent Development on the Health Sector
performance in the County Government of Bungoma, Kenya.
Research Hypotheses
H0
1
: Talent Development 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 Talent development by addressing challenges within the devolved
healthcare sector and enhancing scientific understanding of succession and talent development. 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
planning 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 talent development within the healthcare
sector.
Scope of the Study
The research sought to investigate the effect of Talent development 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
This study was guided by Theory on Talent Development.
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Theory on Talent Development
The Theory of Talent Development, grounded in Abraham Maslow’s Hierarchy of Needs (1943), posits that
individuals’ motivation to learn, grow, and perform is driven by the progressive satisfaction of human needs.
Maslow argued that people are motivated by a hierarchy comprising five categories: physiological, safety, social,
esteem, and self-actualization needs.
The theory suggests that as lower-order needs are satisfied, individuals naturally seek to fulfill higher-level
aspirations related to personal growth and self-fulfillment. In the context of organizations, this progression
translates into the design of work environments and development programs that support continuous employee
growth, which is central to talent development.
Maslow’s framework provides the psychological foundation for understanding how organizations attract,
develop, and retain talented employees. When institutions provide conducive working conditions, fair
compensation, and job security, they fulfill employees’ basic and safety needs.
Once these are met, employees seek to satisfy higher-order needs such as belonging, recognition, and self-
actualization through challenging assignments, leadership opportunities, and professional learning programs.
Modern researchers such as Kumari and Singh (2022) and Kaur and Gupta (2023) reaffirm that effective talent
development occurs when organizations create structured opportunities that allow employees to realize their
potential, enhance competencies, and align personal growth with organizational goals.
In healthcare institutions, particularly within Bungoma County, the Theory of Talent Development is highly
relevant to succession planning and health sector performance. Developing and retaining skilled personnel is
essential for ensuring continuity in leadership and service delivery. Health facilities that invest in continuous
professional education, mentoring, and performance recognition cultivate a workforce ready to assume critical
leadership roles.
According to Mugisha et al. (2021), talent development anchored in motivational principles enhances employee
commitment, reduces turnover, and strengthens institutional resilience factors that are indispensable for efficient
healthcare performance.
Despite its wide applicability, the Theory of Talent Development has been criticized for its linear and
individualistic assumptions. Contemporary scholars such as Rahman and Karim (2021) and Ravindra and Jay
(2022) argue that talent development is not always sequential as Maslow proposed; instead, employees may
pursue different needs concurrently depending on context and culture.
Furthermore, the theory does not fully account for organizational, technological, or socio-cultural dynamics that
influence learning and development in modern workplaces. Nevertheless, it remains a valuable lens for designing
strategic human resource interventions that foster continuous growth and prepare employees for leadership
succession.
In this study, the Theory of Talent Development explains how satisfying employees’ intrinsic and extrinsic needs
through structured learning, career advancement opportunities, and recognition mechanisms contributes to
effective succession planning. By nurturing employees’ competencies and aligning their aspirations with
institutional goals, health organizations in Bungoma County can build a sustainable leadership pipeline and
improve overall health sector performance.
Conceptual framework
A conceptual framework is the diagrammatic presentation of 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
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reduction. This can be accomplished via Talent Development (independent variable), which encompasses job
rotation, stretch assignments and recognition and rewards.
Figure 2. 1: Conceptual framework for the variables
Source: Adapted from reviewed literature by the researcher (2025)
Review of the Variables
Talent Development and Health Sector Performance
Talent development has been recognized as a crucial driver of organizational success, encompassing constructs
such as talent acquisition, retention, learning and development, career management, and succession planning.
Empirical findings across various sectors and contexts reveal diverse methodological approaches and outcomes,
yet few studies have examined these relationships within Kenya’s devolved public healthcare system thus
presenting significant conceptual, contextual, and methodological gaps that the current study sought to address.
Aina and Atan (2020) investigated talent development practices and their effects on long-term business success
using constructs such as talent acquisition, retention, learning and development, and career management.
Surveying 306 managers in real estate firms and employing Structural Equation Modeling (SEM), the study
revealed that learning and career management had significant positive effects on performance, while talent
attraction and retention were insignificant. Although the study used robust statistical modeling, it was conducted
in the UAE real estate sector, limiting its relevance to the public health sector in Kenya. The current study
addressed this contextual gap by focusing on public hospitals, where resource constraints and skill shortages
influence how talent development impacts performance outcomes.
In Nigeria, Vivian, Amah, and Oshi (2023) explored talent management and sustainable competitive advantage
in manufacturing firms, using constructs such as training, talent retention, and employee responsiveness. A cross-
sectional design and SEM analysis showed that talent development components significantly improved
competitiveness through cost leadership and organizational responsiveness. However, the cross-sectional design
restricted causal inference, and the manufacturing context differs markedly from healthcare. The present research
addressed this sectoral and methodological gap by employing a correlational design to test direct relationships
between talent development constructs and performance in Bungoma County’s health sector.
Dahshan, Keshk, and Dorgham (2018) conducted a descriptive correlational study on talent management and
organizational performance among Egyptian nurses at Shebin El-Kom Teaching Hospital and Menoufia
University. The constructs examined were talent attraction, retention, and organizational performance, using two
standardized questionnaires. Findings revealed a statistically significant relationship between talent management
and performance, though satisfaction levels varied by hospital. The study, while health-related, was limited by
its focus on private teaching hospitals and lack of attention to succession planning and structured training
frameworks gaps that the present study bridges by incorporating these constructs within Kenya’s public
healthcare environment.
Within Kenya, Malle, Waiganjo, and Mutua (2023) examined talent development and performance in national
referral hospitals, evaluating constructs such as training opportunities, career development programs, and
succession plans. Using multi-stage sampling and both qualitative and quantitative methods, the study revealed
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that effective talent development significantly enhanced hospital performance. Despite its relevance to the
healthcare context, the research was limited to national-level facilities, leaving county-level health institutions
underexplored. The present study filled this devolution gap by focusing on County public hospitals in Bungoma,
where management autonomy and resource allocation differ.
Mwanzi, Wamitu, and Kiama (2017) studied talent development and organizational growth in private hospitals
in Nyeri County, using constructs such as workplace environment, talent identification, talent nurturing, and
cultural diversity. Results indicated that nurturing and work environment significantly improved organizational
growth, while talent identification and cultural diversity were insignificant. However, the study was confined to
the private sector, where profit motives drive human resource decisions, unlike in the public sector where service
quality is the primary performance measure. The current study addressed this contextual gap by focusing on
public healthcare facilities, assessing how developmental initiatives translate into improved service delivery and
institutional performance.
Mwangi (2020) examined the impact of talent development on service delivery in the hospitality industry in
Nyeri County, Kenya, focusing on learning and development, career management, retention, and attraction. A
cross-sectional design with mixed methods revealed a significant positive relationship between talent
development and service quality. Although the study provides insight into the service sector, it fails to account
for public sector constraints such as bureaucratic promotion systems and limited funding. The current study
extended this line of inquiry to the healthcare sector, where service delivery outcomes directly impact community
well-being.
Lastly, Reuben and Merecia (2021) studied talent development strategies and employee performance within the
National Police Service in Nairobi County, Kenya, using performance appraisal as the key construct for assessing
talent development. Their descriptive survey found a significant positive relationship between performance
appraisal and employee performance.
However, the study was limited to a security organization with rigid hierarchical structures, unlike the more
collaborative environment in health institutions. The current study filled this sectoral gap by applying the concept
of talent development to the health workforce, where job rotation, stretch assignments and recognition are critical
for performance.
In summary, prior studies (Aina & Atan, 2020; Malle et al., 2023; Vivian et al., 2023) collectively underscore
that talent development enhances organizational performance, though the strength and nature of this effect vary
by context, construct, and sector.
Methodologically, most studies have employed cross-sectional designs with limited causal analysis, and
conceptually, they have focused on isolated dimensions such as training or retention rather than integrated talent
systems. Contextually, little is known about how talent development operates in county-level public health
institutions within Kenya’s devolved governance framework. Therefore, the current study fills these
methodological, conceptual, and contextual gaps by examining how structured talent development initiatives
including stretch assignments, recognition and rewards affect health sector performance in Bungoma County.
METHODOLOGY
Materials
The main objective of the research was in determining the effect of Talent Development 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).
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The target population comprised 240 employees drawn from nine (9) Sub-County Hospitals and the County
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.
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. Cronbach’s alpha coefficients value of 0.795 was an indication that the instruments met
the reliability test.
Table 4. 1: Results of Reliability test
Variables
Cronbach’s Alpha
No. of Items
Talent Development
0.841
5
Health Sector Performance
0.833
5
Source: Field Data (2025)
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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. A KMO value of 0.772 was significant because it indicated
that the sample is adequate for factor analysis.
Source: Field Data (2025)
Descriptive Results of Talent Development and Health Sector performance
These are descriptive statistics on the influence of Talent Development on Health Sector Performance in
Bungoma County, Kenya as summarized in table 4.3.
Table 4. 3: Descriptive results on Talent Development
Statement
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
Mean
S/D
I am able to learn job
skills from different
parts of the
organization
3(3%)
3(3%)
2(2%)
68(67.3%)
25(24.8%)
4.08
.808
The organization
identifies potential
talent and develops
staffs
2(2%)
16(15.8%)
10(9.94%)
48(47.5%)
25(24.8%)
3.77
1.057
Undertaking tasks
that are beyond my
level and skills
contributes to
learning and growth.
2(2%)
3(3%)
18(17.8%)
45(44.6%)
33(32.7%)
4.03
.900
Employee rewards
can be a greatly
impact on their
performance.
3(3%)
0(0%)
8(7.9%)
36(35.6%)
54(53.5%)
4.37
.869
Employee are
rewarded well for
the work that they do
9(8.9%)
10(9.9%)
12(11.9%)
55(54.5%)
15(14.9%)
3.56
1.135
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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According to the findings presented in Table 4.3, a significant portion of the respondents, totalling 93 and
representing 92.1%, expressed agreement with the statement that they acquired job skills from various sectors
of the organization through job rotation, which also alleviated the fatigue associated with repetitive tasks, as
evidenced by a mean rating of 4.08 and a standard deviation of 0.808. Job rotation presents an opportunity for
employees to deepen their understanding of organizational objectives, gain broader insights into various fields,
cultivate a robust network among organizational peers, and enhance employee competencies. It enhances the
employee's competencies and fosters a deeper comprehension of their role (Cherotich, Rop, & Bett, 2021). A
negligible 6%, corresponding to 6 respondents, expressed disagreement, while 2%, representing 2 respondents,
maintained a neutral stance regarding this statement.
Moreover, a significant proportion of the respondents, 73 in total, representing 72.3%, expressed agreement with
a mean rating of 3.77 and a standard deviation of 1.057, indicating that the organization effectively identifies
potential talent and nurtures staff at both the senior and middle levels. A negligible 17.8%, corresponding to 18
respondents, expressed disagreement, while 9.9%, representing 10 respondents, maintained a neutral stance
regarding this statement.
Furthermore, a significant portion of the respondents, 78 in total, representing 77.3%, expressed agreement with
a mean rating of 4.03 and a standard deviation of 0.900, indicating that engaging in tasks that exceed their current
capabilities and skills fosters both learning and personal development. A negligible 5% of respondents, equating
to 5 individuals, expressed disagreement, while 17.8%, representing 18 respondents, maintained a neutral stance
regarding this statement.
Regarding the assertion that employee rewards significantly influence performance, a substantial majority of
respondents, 90 individuals comprising 89.1%, expressed agreement, reflected in a mean rating of 4.37 and a
standard deviation of 0.869. A negligible 3% of respondents, equating to 3 individuals, disagreed, while 7.9%,
representing 8 respondents, maintained a neutral stance on the matter. In conclusion, concerning the assertion
that employees receive adequate rewards for their contributions, a significant portion of the respondents,
specifically 70 individuals representing 69.4%, expressed agreement, reflected in a mean rating of 3.56 and a
standard deviation of 1.135. Alrawi (2017) posits that recognition can occur regularly and spontaneously,
indicating that individuals need not await commendation for their accomplishments. Furthermore, due to its low
cost, recognition can be initiated by employees themselves. A negligible 18.8%, corresponding to 19
respondents, expressed disagreement, while 11.9%, representing 12 respondents, maintained a neutral stance
regarding this statement.
From the interview question concerning the process for identifying and developing talent the response from the
County Director Health was that:
“I start by assessing each employee’s current skill set and performance level. I then create a personalized
development plan for each employee based on their unique needs and goals. After creating the development
plan, I meet with each employee to discuss their goals and determine how we can best achieve those goals
together. Next, I use feedback and performance evaluations to track progress and make adjustments to the
development plan as needed. Finally, I provide ongoing support and encouragement to help employees reach
their goals.”
Regarding the evaluation of an employee's performance during a performance review, the feedback from the
interviewees indicated that:
“First evaluate the employee’s goals for the year, then compare their progress against those goals. If they are
falling behind on their goals, then ask them why this is happening and how we can work together to overcome
any obstacles. Thoughtfully it’s important to give employees praise when they do well so as they know they are
doing a good job”
The respondents were queried regarding their views on the impact of talent development on hospital
performance. A significant majority concurred that talent development plays a crucial role in enhancing
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employee retention rates, identifying and nurturing future leaders, bridging potential skill gaps, promoting
continuous learning, and assisting employees in realizing their personal and career aspirations.
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
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, totalling 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 fulfil 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
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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
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 analyse 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
TD
HSP
CDP: Talent Development
Pearson Correlation
1
Sig. (2-tailed)
N
101
HSP: Health Sector Performance
Pearson Correlation
.322
**
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 Talent Development on Health Sector Performance
Simple linear regression analysis was conducted to establish the relationship between Talent Development and
Health Sector performance in Bungoma County, Kenya. The R square was used to establish contribution of
Talent Development on Health Sector Performance. The results are as shown in Table 4.6.
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Table 4.6: Regression analysis for Talent Development on Health Sector Performance.
Model Summary
“Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
Change Statistics
R Square
Change
F Change
df1
df2
Sig. F
Change
1
.578
a
.335
.328
.21209
.335
49.787
1
99
.000
a. Predictors: (Constant), Talent Development
ANOVA
a
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
2.240
1
2.240
49.787
.000
b
Residual
4.453
99
.045
Total
6.693
100
a. Dependent Variable: Health Sector Performance
b. Predictors: (Constant), Talent Development”
Coefficients
a
“Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
1.269
.384
3.305
.001
Talent
Development
.621
.088
.578
7.056
.000
a. Dependent Variable: Health Sector Performance”
The F test produced a result of F (1, 99) = 49.787, p<0.05, suggesting that the model accounts for the variation
in the dependent variable. This further illustrates that Talent Development serves as a valuable indicator of
Health Sector Performance.
The regression coefficients correlating Talent Development with Health Sector Performance are presented in
Table 4.27. The correlation between talent development and the performance of the Health Sector is both positive
and significant, evidenced by a p-value of 0.000, which is below the threshold of 0.05 for significance.
Specifically, the performance of the health sector is projected to rise by 62.1% with each unit increase in talent
development, as indicated by the regression model. Y= 1.269+ 0.621X
1
Based on these findings the fourth null hypothesis that stated Talent Development has no significant effect on
the health sector performance in the County Government of Bungoma is thereby rejected.
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CONCLUSION
Talent Development and Health Sector performance
The findings demonstrated that talent 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 talent development and the performance of the health sector within the
County Government of Bungoma. The research revealed that talent development exhibited a Pearson correlation
of 0.322, indicating a moderate positive correlation of 32.2% with the performance of the health sector.
The findings from the regression analysis indicated that talent development accounted for 33.5% (0.232) of the
variation in the performance of the health sector (dependent variable). The remaining 66.5% 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 talent development is positively correlated with the
performance of the health sector within the County Government of Bungoma.
Recommendations
Managers are duty bound to ensure that they foster talent development by ensuring that they promote and support
training programs by investing in continuous professional development through workshops, certifications, and
advanced training in healthcare management. In addition, carry out mentorship programs by pairing experienced
leaders with emerging talent to transfer knowledge and skills and also to carry out job rotation by allowing staff
to gain experience in different departments thus broadening their expertise. They should also assess current and
future talent needs through conducting a skills gap analysis to identify areas where employees need development
and align talent development initiatives with the organization’s strategic objectives and emerging industry trends.
Areas for further research
The research was conducted in Bungoma County; therefore future studies can be done to compare the
effectiveness of Talent Development in Bungoma County with the neighboring Counties.
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