Strategy Implementation and Performance of Public Hospitals in Montserrado County: A Case of John Fitzgerald Kennedy Medical Centre, Liberia.

Abstract

Strategy implementation is vital for organisational success. In practice however, achieving this within an organisation is not obvious. Studies have been undertaken globally, regionally, and locally on strategy implementation aimed at the achievement of desired performance of public hospitals though none exist for the public hospitals in Montserrado County in Liberia. The general objective of this study was to determine how strategic implementation affect the performance of public hospitals. This study’s main aim was to evaluate how strategic implementation affected the performance of public hospitals, specifically John Fitzgerald Kennedy Medical Centre (JFKMC), Liberia. The specific objectives of the study were to determine the influence of organisation culture; establish the influence of resource allocation; examine the influence of organisation structure; and assess the influence of strategic communication on the performance of public hospitals in Montserrado County, focussing on JFKMC in Liberia. The study was anchored by the resource-based view and the dynamic capabilities view theories. The study applied the case study approach and was done in Montserrado County, Liberia, at JFKMC. The target population comprised 214 employees of JFKMC. The census approach was employed and therefore the entire population was entered into the study. Responses were sought through the utilisation of questionnaires. Data was analysed using the descriptive and inferential methods. The means standard deviation, Pearson’s correlation, analysis of variance (ANOVA) and regression analysis were undertaken The study found that organization culture had a positive and significant effect on public hospital performance, with a coefficient of (0.395), p = 0.000 < 0.05, allocation of resources positively affected hospital performance (0.673), p = 0.000. Also, the results revealed that organisational structure had a positive coefficient (0.744) means that an improved organisational structure significantly enhances public hospital performance. Strategic communication positively impacted public hospital performance with a coefficient (0.230. The study concluded that efficient resource allocation and a strong organisational structure are crucial for enhancing public hospital performance. It further recommends that to enable a supportive organisational structure, there should be a clear and efficient hospital hierarchy that promotes accountability, enhances workflow, and ensures seamless coordination between departments to improve overall hospital performance. Another recommendation is the need to implement a data-driven resource allocation system to prioritise funding, staffing, and medical supplies based on patient needs, ensuring efficiency and minimising resource wastage. To cultivate a positive culture, hospitals should encourage collaboration and teamwork among staff to create a supportive work environment.