Abstract: Kenya's devolved health system has not translated increased project activity into consistently better service delivery, and the management practices adopted by implementing agencies remain an under-examined explanation. This study examined the influence of four process-based management practices; total quality management (TQM), business process re-engineering (BPR), enterprise resource planning (ERP) and entrepreneurial orientation (EO) on the performance of Ministry of Health projects in Nairobi City County. The study was anchored on Deming's quality theory, the Motwani et al. process re-engineering framework, Barney's resource-based view and the Lumpkin and Dess entrepreneurial orientation model. A descriptive design was adopted and a census conducted on 121 heads of department across four projects: the Nairobi City County primary healthcare facilities, the KEMRI stem cell and regenerative medicine laboratory, the Dishi na County school feeding kitchens and the Pharmacy and Poisons Board Pill Scan project. One hundred usable responses were returned (83 per cent); Cronbach's alpha was 0.850 or above for all five constructs. Multiple linear regression was estimated after tests for linearity, multicollinearity, normality and homoscedasticity. The model was significant, F(4, 95) = 9.618, p < .001, explaining 28.8 per cent of the variance in performance. TQM had a positive and significant effect (B = .381, p = .020) and EO a positive and significant effect with the largest standardised coefficient (B = .367, β = .299, p = .020). BPR was positive but not significant (B = .215, p = .161) and ERP negative and not significant (B = −.106, p = .500), despite both being rated highly descriptively. The study concludes that behavioural practices delivered measurable performance gains while technical practices did not, and attributes the divergence to implementation conditions such as skills, infrastructure, leadership commitment and change management rather than to weakness in the practices themselves.
Keywords: process-based management; total quality management; business process re-engineering; enterprise resource planning; entrepreneurial orientation; project performance; public health projects; Kenya.
Title: Process-Based Management Practices and the Performance of Ministry of Health Projects in Nairobi City County, Kenya
Author: Shem Mzee Abuor, Paul Sang
International Journal of Management and Commerce Innovations
ISSN 2348-7585 (Online)
Vol. 14, Issue 1, April 2026 - September 2026
Page No: 806-815
Research Publish Journals
Website: www.researchpublish.com
Published Date: 05-September-2026
