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The public health sector is affected by various challenges, such as operational inefficiencies and poor service delivery. These challenges affect public hospitals' delivery of quality services that meet client expectations. As a result of these issues, public hospitals have adopted the total quality management approach to deal with these challenges. The general objective of this research was to determine the effect of total quality management application on the quality-of-service delivery across public hospitals in Kenya. The study was anchored on a resource-based view, dynamic capabilities, and system approach theories. The research applied a descriptive approach to the target population of 1718 respondents. The sampling approach for the study was a stratified random technique that selected a sample of 250 participants. The findings indicated that employee involvement, technology adoption, continual advancement, and client focus affect service delivery across various public hospitals in Kenya. The research concluded that applying total quality management practices is essential and influences service delivery across various public hospitals. Therefore, the national and county governments are supposed to ensure management’s commitment to the implementation of TQM practices across the county’s healthcare facilities.

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.