INFLUENCE OF AWARENESS CREATION ON MATERNAL HEALTH IN VIHIGA COUNTY
Abstract
Reduction of maternal mortality has long been a global health priority and remains a target in the UN Sustainable Development Goals (SDG) frame work goal three (3) which is also a key concern of the Global Strategy for Women’s and Children’s Health. Given this scenario, an explanation of this requires studying the influence of health education advocacy strategies on maternal health in Vihiga County. The specific objective of the study was to determine the influence of awareness creation on maternal health in Vihiga County.The study adopted descriptive research design, which ensured ease in understanding the insight about the problem under study. Primary data was obtained from a sample of grassroots advocacy groups in Vihiga County making a total of 380 which was the target population. A sample size of 195 respondents was used in the study to represent the target population. A self-administered questionnaire was used for data collection since this could be sent to a large number of people. A pilot test of 10% of the target population on the questionnaire was carried out to ensure that it was manageable, relevant and effective. The collected data was analysed using inferential as well as descriptive statistics. Cronbach Alpha coefficient value of 0.7895 was attained, implying the research instruments were reliable. From the results, there was a significant relationship between awareness creation and maternal health. The study recommended CHVs to proactively conduct household assessments and make referrals to ensure that pregnant mothers visit health facilities for checkups. Grassroots need to plan and facilitate in chief barazas on issues of maternal health. Women need to actively participate in key family decision making process like the number of children and the use of family planning.
Key Words: Awareness, Maternal Health
CITATION: Masembo, M. N., & Miroga, J. (2019). Influence of awareness creation on maternal health in Vihiga County. The Strategic Journal of Business & Change Management, 6 (4), 919 – 929
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DOI: http://dx.doi.org/10.61426/sjbcm.v6i4.1438
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