Abstract:
At Kenyatta National Hospital (KNH), the largest referral and teaching hospital in
Kenya, medical professionals are technically proficient but often lack critical soft
skills such as communication, teamwork, innovation, and problem-solving—factors
that significantly impact job performance and patient outcomes. Despite clinical
excellence, limited attention has been given to structured soft skills training and the
organizational culture in which such training is applied. This study investigated the
influence of soft skills training—specifically teamwork, interpersonal communication,
problem-solving, and innovative skills—on the job performance of medical
professionals at KNH, with organizational culture as a moderating variable. The study
aimed to assess the extent to which soft skills training improves job performance, and
how organizational culture influences the strength of these relationships. Anchored in
Human Capital Theory, Goal Setting Theory, and Schein’s Organizational Culture
Model, the study adopted an explanatory research design. A sample of 349
professionals was drawn from a population of 2,698 using stratified and simple
random sampling. Data were collected through structured questionnaires and analysed
using hierarchical multiple regression. The findings revealed that all soft skills
significantly and positively affected job performance: teamwork (β = 0.130, p < 0.05),
interpersonal communication (β = 0.456, p < 0.001), problem-solving (β = 0.281, p <
0.01), and innovative skills (β = 0.196, p < 0.05). Organizational culture had a direct
positive effect (β = 0.289, p < 0.01) and significantly moderated each relationship.
The model explained 94.7% of the variance in job performance (R² = 0.947, p <
0.001). The findings offer several implications. Theoretically, they validate the
relevance of the three frameworks in explaining performance outcomes in healthcare.
Managerially, the results emphasize the need for tailored soft skills training programs
supported by a culture of learning and collaboration. Policy-wise, the study
underscores the need for institutional frameworks that embed soft skills into
performance management and continuous professional development strategies
