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Organizational Structure and Performance of Public Hospitals in Montserrado County: A Case of John Fitzgerald Kennedy Medical Centre, Liberia

Author

Listed:
  • Tom Namoi Kerkulah Sherman

    (School of Business, Africa Nazarene University, Kenya)

  • Dr. Moses O. Owino

    (School of Business, Africa Nazarene University, Kenya)

  • Dr. John Kamau

    (School of Business, Africa Nazarene University, Kenya)

Abstract

The purpose of this study was to examine the influence of organisational structure on the performance of public hospitals. It used a descriptive research design to systematically analyse the characteristics of the target population without manipulating the research environment. The study focused on 214 employees of JFK Medical Centre (JFKMC) in Liberia, utilising a census method to identify respondents and purposive sampling to facilitate efficient data collection within a busy healthcare setting. Data were collected through structured questionnaires that contained both open-ended and closed-ended questions, anchored on a 5-point Likert scale. Descriptive statistics, including means and standard deviations, were used to summarise the data, while linear regression analysis was employed for inferential insights. The findings revealed that the composite mean score of 2.93 placed the overall influence of organisational structure on performance at a neutral level, with moderate variability (composite SD = 1.31) in responses. Three of the six organisational structure components, roles assigned to individuals, scope of control, and structural impact on strategy execution, were perceived to have a positive influence on performance. However, other elements such as role responsibilities, departmental operations, and teamwork reflected neutral to negative perceptions, and several items demonstrated high variability, suggesting inconsistent experiences with organisational structure across the organisation. Regression analysis showed a very strong and statistically significant relationship between organisational structure and performance. The unstandardized coefficient (B = 0.564), standardised beta (0.947), and correlation coefficient (R = 0.947) all confirmed a robust positive effect, while the R Square value (0.897) indicated that nearly 90% of the variance in hospital performance is explained by organisational structure. The model’s strong statistical significance (F = 1742.8, p = 0.000) and low standard error (0.20243) further validated the predictive accuracy of the regression equation. These findings underscore organisational structure as a critical determinant of public hospital performance, highlighting the need for structural refinement to maximise strategic effectiveness and consistency across healthcare institutions.

Suggested Citation

  • Tom Namoi Kerkulah Sherman & Dr. Moses O. Owino & Dr. John Kamau, 2025. "Organizational Structure and Performance of Public Hospitals in Montserrado County: A Case of John Fitzgerald Kennedy Medical Centre, Liberia," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(14), pages 2215-2222, September.
    • Handle: RePEc:bcp:journl:v:9:y:2025:issue-14:p:2215-2222
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    References listed on IDEAS

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