Evaluating The Effects Of Service Charters On Employee Performance At Webuye Sub-County Hospital

Abstract

The ever increasing expectations by clients seeking services at public institutions has driven institutions to embrace a Results Based Management System which has great emphasis on Employee Performance. Service Charters create awareness of the services offered and inform the clients of what to expect and what is expected of them in order to be served effectively. The main objective of this study was to evaluate the effects of Service Charters on employee performance amongst staff at Webuye Sub-county Hospital. The specific objectives of the study were to determine client feedback influence on employee performance, to determine how client service standards affect employee performance, to investigate the extent to which the timelines stated in service charters influence employee performance and to explore how observing clients rights influence employee performance at the Webuye Sub-County Hospital. The target population were be midlevel staff at Webuye Sub-County Hospital, where the midlevel staff gave the best point to evaluate efficiency as they serve as the link between the Management and functional levels of the hospital staff. The study employed a census approach since the entire target population is 160 middle level staff that comprises the hospital’s Administrators, Doctors, Clinical Officers, Nurses, Laboratory Technologists and Pharmaceutical Technologists. The study used a three point Likert scaling questionnaire to measure levels of agreements towards the statements while secondary data was obtained from previous scholar literature within and without the hospital and hospital records. Data was be coded and analyzed by use of Statistical Package for Social Sciences (SPSS) Programme to generate descriptive statistics presented in form of percentages, frequencies and means. For inferential statistics, the study employed regression analysis method to analyze and test the hypothesis. One hundred and sixty questionnaires were issued to respondents and 144 questionnaires were returned thereby representing a 90% response rate. The findings of correlation at 99% level of confidence indicate that a unit change in client feedback leads to 70.5% change in employee performance, also a unit change in client service standards leads to 75.6% change in employee performance, a unit change in service charter timelines leads to 73.2% change in employee performance lastly a unit change in clients rights leads to 77.21% change in employee performance. The researcher therefore concludes that the null hypothesis be rejected. The study recommends that organizations should adopt service charters so as to improve employee performance.