INFLUENCE OF EMPLOYEE MENTORSHIP ON ORGANIZATIONAL DEVELOPMENT WITHIN HEALTHCARE ORGANIZATIONS IN KAKAMEGA COUNTY
Abstract
The purpose of the study was to establish the influence of employee mentorship on organizational development within healthcare organizations in Kakamega County. The study was anchored on social learning theory. The study adopted descriptive research design. The target population was 853 healthcare workers derived from 36 private hospitals in Kakamega County. The target population comprised of 813 employees and 40 front line managers. The study adopted census technique to incorporate all the 40 first-line managers and Slovins’ formula to get the sample size of 268 employees. Questionnaires and interviews were used for data collection. Questionnaire was used to collect data from employees while interview schedules were used to collect data from first line managers. The qualitative data was analyzed using themes and patterns and quantitative using excel spreadsheets. Frequency distribution tables were used in data presentation. SPSS was used to generate data using means and standard deviations. Linear regression analysis was utilized for numerical data and interpreted to generate information that was used to depict the relationship between the independent and dependent variables. From the findings the researcher concluded that employee mentorship showed a significant positive correlation (r=0.858, p<0.01); with organizational development within healthcare organizations in Kakamega County. The researcher recommended that healthcare leadership ensure the mentorship programs in place are formalized and accessible to all employees to enhance their professional growth and the overall organizational development.
Key Words: Employee Mentorship, Organizational development and Healthcare organizations
CITATION: Mbelesia, M. M., Gichuhi, D.,& Gesimba, P. (2025). Influence of employee mentorship on organizational development within healthcare organizations in Kakamega County . The Strategic Journal of Business & Change Management, 12 (2), 1132 – 1142. http://dx.doi.org/10.61426/sjbcm.v12i2.3262
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DOI: http://dx.doi.org/10.61426/sjbcm.v12i2.3262
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