The health sector contributes 2.5% of the GDP in Kenya. Private healthcare facilities control 43% of the health sector in Kenya. Private healthcare sector has a significant market share, approximately 50% in Sub – Saharan Africa. In Kenya, it contributes 22% of all health services. Despite the sector’s contribution, its annual growth rate continues declining from 5.2%, 3.5% and 2.3% in 2008, 2009 and 2010 respectively. Healthcare is different from other industries and because of the complexity of the provider- patient relationship, the asymmetry of knowledge and patient vulnerability, proponents of value need to focus on quality. The study adopted correlational survey research design. The population was 52 chief operation managers of 52 private health facilities accredited by NHIF in Nairobi. Pilot results (N=10) revealed 51-item instrument reliability ranged between α=0.700 and α=0.867. Further, results revealed that only three dimensions of quality management practices namely: ICT (β = 0.266, p = 0.001); process management (β = 0.329, p = 0.007) and top management support (β = 0.192, p = 0.037) had positive significant effect on organizational performance. The study concluded that quality management practices (Information Communication Technology, Process Management, Top Management Support) were significant predictors of organizational performance; quality management practices is a critical antecedent of organizational performance in private healthcare facilities in Nairobi. Quality management practices (β=0.162, p=0.000) has a positive effect on organizational performance. Recommendations were that facilities should continue enhancing and instituting effective quality management practices as these efforts improve organizational performance. The study provided a quality management framework that will aid healthcare policy makers in strengthening the relationship between quality of care and organizational performance