Strategies for Recruiting and Retaining an Effective Nursing Workforce in Nigeria

Aliyu, Umar; Mathew, Otonoku K.; Paul, Rose; Shinaba, Sherifat T.; Oyewole, Wosilat Romoke; Olusanya, Mopelola Olabukun

doi:10.9790/1959-03520111

Cited by 4 publications

(3 citation statements)

References 41 publications

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“…factors in healthcare services organizations such as attraction, development, preservation, succession, education, official assessment, programming, leadership, remuneration, and organizational culture. Preservation is of determinant significance to talents [66,67]. It seems that healthcare organization's strategies positively influence many factors such as the quality of services, the satisfaction of patients and personnel, the efficiency of services provided, and organizational commitment.…”

Section: Discussionmentioning

confidence: 99%

Talent Management in Healthcare: A Systematic Qualitative Review

2021

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Talent Management (T.M.) constitutes a modern and emerging research area in Human Resources Management (HRM). Using a systematic literature approach, we searched in Talent Management literature in the healthcare sector context. We conclude that the number of related studies is minimal. The benefits of implementing Talent Management strategies in healthcare organizations are essential for the organization’s sustainable development and the talented staff and healthcare services patients. Our goal is to undertake a systematic literature review to identify these factors related to talent management practices suitable for healthcare organizations and professionals. We have conducted, according to PRISMA guidelines, a systematic literature review (2010–2020) in the electronic databases PubMed, CINAHL, Cochrane Database of Systematic Reviews, Health Source/Nursing Academic Edition. Search terms related to T.M. were (“Talent Management” AND “Talent Healthcare”). Strict inclusion and exclusion criteria were set for observational studies, while grey and unpublished literature, uncontrolled studies, protocols, commentaries, and conference proceedings were excluded. All included items were assessed for their quality according to set criteria. Six hundred and eighty-four studies were identified, of which 24 met the requirements. The resulting Talent Management Factors were grouped into nine categories: Programming, Attraction, Development, Preservation, Performance Assessment, Work Climate, Culture, Succession Planning, and Leadership. Based on these factors, we provide a holistic picture of the referred domain’s leading developments. The paper determines the Talent Management factors and explains what happens in practice. In this way, we contribute to building a theoretical framework for T.M. in terms of the organizational context.

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Section: Discussionmentioning

confidence: 99%

Talent Management in Healthcare: A Systematic Qualitative Review

2021

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“…In recognition of the increasing demand for healthcare and nursing services as a result of an increase in the aging population and continuous increase in Nigeria's population, Nigerian nurses' HPBs are a primary concern for this study. Concerns around nurses' lifestyle behaviors are a priority because the structures and processes available in Nigeria's health sector expose nurses to working in an 'unhealthy reality' [24,25]. Unhealthy lifestyles due to poor working conditions may result in adverse health effects among Nigerian nurses, although little is actually known about the health and wellbeing of Nigerian nurses or the reasons for their lifestyle choices, since this has not previously been explored.…”

Section: Introductionmentioning

confidence: 99%

Perceived Facilitators and Barriers to Nigerian Nurses’ Engagement in Health Promoting Behaviors: A Socio-Ecological Model Approach

Uchendu

Windle

Blake

2020

IJERPH

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Nurses make up the single largest healthcare professional group in the Nigerian healthcare system. As frontline healthcare providers, they promote healthy lifestyles to patients and families. However, the determinants of Nigerian nurses’ personal health promoting behaviors (HPBs) remain unknown. Utilizing the socio-ecological model (SEM) approach, this study aimed to explore the perceived facilitators and barriers to Nigerian nurses’ engagement in HPBs. HPBs were operationalized to comprise of healthy dietary behaviors, engagement in physical activity, low-risk alcohol consumption, and non-smoking behaviors. Our study was carried out in a large sub-urban tertiary health facility in Nigeria. Data collection was via face-to-face semi-structured interviews and participants were registered nurses (n = 18). Interview data were transcribed verbatim and analyzed thematically to produce nine themes that were mapped onto corresponding levels of influence on the SEM. Findings show that in Nigeria, nurses perceive there to be a lack of organizational and policy level initiatives and interventions to facilitate their engagement in HPBs. The determinants of Nigerian nurses’ HPBs span across all five levels of the SEM. Nurses perceived more barriers to healthy lifestyle behaviors than facilitators. Engagement in healthy behaviors was heavily influenced by: societal and organizational infrastructure and perceived value for public health; job-related factors such as occupational stress, high workload, lack of protected breaks, and shift-work; cultural and religious beliefs; financial issues; and health-related knowledge. Organizations should provide facilities and services to support healthy lifestyle choices in Nigeria nurses. Government policies should prioritize the promotion of health through the workplace setting, by advocating the development, implementation, regulation, and monitoring of healthy lifestyle policies.

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“…Performance and quality of a health system depends on the quality and motivation of its human resources, which are considered the main component of patient care. Lack of concern for human resource management problems prevents improvement of health care services provided to patients (Aliyu et al 2014). Dissatisfaction and increased turnover in health and treatment service professions harms quality of services and results in a decrease in efficiency and health care quality, imposes overload on other employees, and leads to low spirit and motivation among employees (Al-Hassan 2014).…”

Section: Introductionmentioning

confidence: 99%

Relationship Between Talent Management and Organizational Commitment in Midwives Working in Iran University of Medical Sciences

Kheirkhah

Akbarpouran

Haqhani

2016

JCCNC

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Background: One of the important challenges to health service policy makers is conservation of human force. Shortage of human forces required for health and treatment services causes harm to quality of services. The present research aimed at determining the relationship between talent management and organizational commitment in midwives working in hospitals affiliated to Iran University of Medical Sciences. Methods: This research was a descriptive cross-sectional study. Because the sample size was equal with the statistical population, all midwives working in hospitals affiliated to Iran University of Medical Sciences participated in it (177 midwives). The total count sampling method was used and duration of sampling lasted two months (from April 2 to May 31). Information was collected using Arabpour and Nikpour's talent management researcher-made questionnaire and Allen-Meyer's [24-item] Organizational Commitment Questionnaire. The obtained data were analyzed using descriptive statistics, analysis of variance, Pearson's correlation and Independent t test by SPSS (Version 16). Results: Talent management was in a higher-than-average condition with a mean score of 3.05. Dimensions of talent development (3.37) and talent conservation (2.73) had the highest and lowest mean scores, respectively. The score of organizational commitment of midwives was 101, and the affective commitment dimension had the highest mean value (35) among others. Pearson's correlation coefficient for the correlation between talent management (and its dimensions) and organizational commitment (and its dimensions) revealed a statistically significant relationship (P < 0.001, r = 0.48). Conclusion: Considering the correlation between talent management and organizational commitment, hospital managers can improve midwives' commitment using new management methods to encourage growth of human force talents and capabilities.

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Strategies for Recruiting and Retaining an Effective Nursing Workforce in Nigeria

Cited by 4 publications

References 41 publications

Talent Management in Healthcare: A Systematic Qualitative Review

Talent Management in Healthcare: A Systematic Qualitative Review

Perceived Facilitators and Barriers to Nigerian Nurses’ Engagement in Health Promoting Behaviors: A Socio-Ecological Model Approach

Relationship Between Talent Management and Organizational Commitment in Midwives Working in Iran University of Medical Sciences

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