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The performance of the healthcare sector is crucial for delivering optimal patients care and creating efficient healthcare systems. However, Kajiado County in Kenya faces various challenges that obstruct effective performance. This paper aims to assess the impact of operational strategies on performances of public hospitals in Kajiado County, Kenya. Specifically, it aimed to investigate the effect of information management strategy, continuous quality improvement strategy, innovation strategy, and resources management strategy on hospital performance. This study was anchored on balanced scorecard model, resource-based theory, quality improvement theory, and technology acceptance model, and employed a descriptive research design. Primary data was gathered through questionnaires distributed to full-time healthcare workers, following a successful pilot study in Narok County. Data collection utilized the drop-and-pick later method. Statistical Package for the Social Sciences software was used to analyze the data, involving descriptive statistics such as percentages, frequencies, means, and standard deviations while multiple regression model was used to test the relationship between independent variables and the dependent variable. Main findings of the study revealed that there exists a statistically significant relation between information management strategy and hospital performance, as well as continuous quality improvement strategy, innovation strategy, and resource management strategy, respectively. Consequently, the study recommended that the County Health Department should initiate a comprehensive training program for healthcare professionals, collaborate with hospital management to adopt innovative technologies, and identify and address skill gaps while promoting a positive work environment within public hospitals in Kajiado County. These actions aim to enhance hospital performance and ultimately improve patient care in the region.

The purpose of this study was to establish the effect of human resource capabilities on customer relationship management in private hospitals in Kenya. The study adopted a descriptive survey design. It targeted 161 private hospitals which are accredited by NHIF in Kenya and which formed the unit of analysis of the study. Simple random sampling was then be used to obtain the 644 respondents. The researcher utilized a structured questionnaire with a five-point Likert scale to gather the data. The collected data were coded and entered in SPSS for further analysis. Descriptive and inferential analysis was conducted. The findings found there is indeed a positive statistically significant relationship between human resource capability and customer relationship management. However, human resource capabilities had the least effect with 31.5% implying that most private hospitals either do not have enough staff, the reward system is not adequate, there is no staff involvement, or either there is no career progression and therefore staff was not satisfied. This can also imply that the managements were keener on other drivers that are directly involved in customers like information technology infrastructure. The study recommends that hospitals should stand out from the competitors by hiring highly skilled staff as well as embracing an integrated patient-centric efficient care delivery for the successful delivery of effective CRM. Managers should recognize that human resource capability is valuable, rare, irreplaceable, and difficult to imitate; therefore, it is crucial for creating sustainable competitive advantages, and if utilized appropriately, it can improve the CRM of an organization.