Onboarding and Orientation as a Driver of Organizational Performance: Evidence from Pope Benedict XVI Hospital, Nyahururu, Kenya

Author: Samuel Ngugi Gitau, James Kamau Waribu

Date: 2026

Abstract: Hospitals in Kenya invest considerable resources in staff induction, yet evidence on whether onboarding and orientation translate into measurable organizational performance in rural, faith-based health facilities remains scarce. This study examined the effect of onboarding and orientation on the organizational performance of Pope Benedict XVI Hospital (PBXVIH), Nyahururu, Laikipia County. Anchored on Human Capital Theory, Social Learning Theory and Kirkpatrick's training evaluation model, the study adopted a descriptive survey design. A stratified random sample of 122 employees was drawn from a population of 175 using Yamane's formula, and data were collected through a structured five-point Likert questionnaire; 112 questionnaires were returned (91.8%) and 89 complete cases were used for inferential analysis. Data were analyzed in SPSS version 26 using descriptive statistics, Pearson correlation, simple linear regression and hierarchical multiple regression. Onboarding and orientation were rated favourably (M = 3.94) and was strongly and positively correlated with organizational performance (r = .577, p < .001). Simple regression showed that onboarding and orientation alone explained 33.3% of the variance in organizational performance, F (1, 87) = 43.42, p < .001, with a one-unit improvement associated with a 0.579-unit increase in performance (β = .577, t = 6.59, p < .001). After controlling for technical skills training, continuous professional development and coaching and mentoring, onboarding remained a significant predictor (B = 0.279, β = .278, t = 3.53, p = .001) and added a unique 5.6% of explained variance, ΔF (1, 84) = 12.40, p = .001. The null hypothesis was therefore rejected. The study recommends that hospital management institutionalize structured, job-relevant onboarding for all new hires and for existing staff moving into new roles, supported by a written induction policy and periodic evaluation.

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