Effect of Strategic Human Resource Management Practices on Human Capital Flight in Selected Hospitals in the Federal Capital Territory, Abuja
Main Article Content
Abstract
Human capital flight in Nigeria's healthcare sector poses a significant threat to service delivery and patient outcomes, particularly in hospitals within the Federal Capital Territory (FCT), Abuja. Despite their importance, these hospitals face issues such as low employee engagement, poor retention, and declining job satisfaction. Strategic Human Resource Management Practices (SHRMP) are seen as potential solutions to these challenges. However, there is limited empirical evidence on which specific SHRMP can effectively reduce human capital flight in Nigerian healthcare settings. This study examined the impact of SHRMP on human capital flight in selected hospitals in FCT, Abuja. Using a survey research design, data were collected from 361 healthcare workers, selected from a population of 5,836, through proportionate stratified random sampling. A validated questionnaire achieved a 95% response rate, with Cronbach’s alpha reliability coefficients ranging from 0.727 to 0.870. Descriptive and inferential statistics showed that SHRMP components significantly influence human capital flight (Adj. R² = 0.039, F(6, 342) = 3.328, p < 0.05). The study concluded that SHRMP practices significantly affect human capital flight in hospitals within Abuja. The study recommends adopting targeted training, work-life balance initiatives, employee recognition programs, and proactive engagement strategies to reduce human capital flight and improve service delivery in Nigerian hospitals.
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
Abdulkareem, Faossiyat Olanike, National Open University of Nigeria, Jabi - Abuja, Nigeria.
Department of Business Administration
Adekunle, Oluwole Binuyo, Babcock University, Ilishan Remo, Ogun State, Nigeria.
Department of Business Administration & Marketing,
School of Management Sciences.
Abbas, W., Wu, W., & Amin, H. (2021) Fostering innovative behaviour: does work engagement and leader humility matter? Middle East Journal of Management, 8(6), 553-572. https://doi.org/10.1504/MEJM.2021.118449
Achievers. (2022). Nine employee retention strategies for keeping your best talent. Achievers Solutions Inc. https://www.achievers.com/gb/resources/analyst-insight/9-employee-retention-strategies-for-keeping your-best-talent/
Ade-Adeniji, O., Adeniji, A., & Imhonopi, D. (2021). Outcomes of job autonomy and it’s effect on work engagement: A study of the banking industry in Nigeria. DOI: http://dx. dDoi. org/10.21511/bbs, 16(3), 2021-16.
Ade-Adeniji, O., Adeniji, A., & Imhonopi, D. (2021). The importance of training and development for organisational success. Journal of Organizational Development, 32(4), 203-217.
Adefope, M. (2017). Employee development through training: A tool for improved organizational performance. Journal of Business Management, 12(1), 77-89.
Agus, A., & Selvaraj, R. (2020). The mediating role of employee commitment in the relationship between quality of work life and the intention to stay. Employee Relations, 42(6), 1231-48. https://doi.org/10.1108/ER-07-2019-0292.
Akinwale, O. E., & George, O. J. (2022). Personnel brain-drain syndrome and quality healthcare delivery among public healthcare workforce in Nigeria. Arab Gulf Journal of Scientific Research, 41(1), 18-39. doi: 10.1108/AGJSR-04-2022-0022
Alkan and Sepahvand citations are from systematic review and HRM empirical studies.
Turner, et al. research from Pakistan public sector health.
Alkan, E., Cushen Brewster, N., & Anyanwu, P. (2024). Organisational factors associated with healthcare workforce development, recruitment, and retention in the UK. BMC Nursing, 23, 604.
Anetoh, A., & Onwudinjo. (2020). Nigerian University and its mandate in a changing world. eBangi. 9(2), 48-58. https://core.ac.uk/download/pdf/33344832.pdf
Bayode, A., & Duarte, C. (2022). Reducing employee turnover through micro-level training programs: A systematic review. International Journal of Human Resource Studies, 10(4), 34-45. https://doi.org/10.5296/ijhrs.v10i4.18452
Bayode, O. T., & Duarte, A. P. (2022). Examining the mediating role of work engagement in the relationship between corporate social responsibility and turnover intention: Evidence from Nigeria. Administrative Sciences, 14(4), 150. https://doi.org/10.3390/admsci12040150
Bersin, J. (2013). The datafication of human resources: Talent acquisition becomes a science. Deloitte University Press. https://www.forbes.com/sites/joshbersin/2013/07/19/the-datafication-of-human-resources/
Biron, M., Peretz, H., & Turgeman-Lupo, K. (2020). Trait optimism and work from home adjustment during COVID-19: Work–family conflict, satisfaction, and productivity. Journal of Vocational Behavior, 11(9), 103-522. https://doi.org/10.3390/su12229773
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2018). A systematic review of strategic human resource management practices. Human Resource Management Review, 28(3), 258-277. https://doi.org/10.1016/j.hrmr.2017.06.001
Brunetto, Y., Teo, S.T. T., Shacklock, K., & Farr-Wharton, R. (2012). Emotional intelligence, job satisfaction, well-being and engagement: Explaining organisational commitment and turnover intentions in policing. Human Resource Management Journal, 22(4), 428-441. https://doi.org/10.1111/j. 1748-8583. 2012.00198.x
Bryson, J., Ackermann, F., & Eden, C. (2016). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons. https://www.scirp.org/reference/referencespapers?referenceid=2495079
Buowari, D. Y. (2021). Brain drain of the Nigerian doctors-A review. Gazette of Medicine, 9(1). https://www.gazetteofmedicine.com/publications/
Castro, M. V., Araújo, M. L., de Ribeiro, A. M., Demo, G., & Meneses, P.P. M. (2020). Implementation of strategic human resource management practices: A review of the national scientific production and new research paths. Revista de Gestão, 27(3), 253-270. https://doi.org/10.1108/REGE-10-2018-0102
Collings, D. G., Scullion, H., & Caligiuri, P. (2018). Global talent management: Strategic approaches and implications. Journal of World Business, 53(2), 175-182.
Ezeh, C. (2022). Brain drain and human capital in 21st century Africa. Nigerian Journal of Social Sciences, 10(1). https://www.researchgate.net/publication/366497713
Ferreira, A., & Collins, J. (2023). Strategic workforce planning in healthcare: Navigating NHS challenges. Journal of Healthcare Leadership, 15(1), 45-62. https://doi.org/10.2147/JHL.S239013
Fletcher, et al. (2018). Productive employee training and its impact on retention.
Jalagat, P., & Gerhart, B. (2023). Compensation and benefits strategies and their role in employee retention. IJBMI.
FourVision. (2022). Performance management for employee development and strategic alignment. FourVision HRM. https://help-webapps.fourvision.com/en-us/PerformanceManagement/Performance-Management.html
FourVision. (2022). The importance of workforce planning for organizational success. FourVision. Retrieved from https://www.fourvision.com
Gartner. (2023). Strategic talent acquisition in a globalised world. Talent Acquisition Strategy Report, 18(2), 89-104. https://www.hirewithnear.com/blog/global-talent-acquisition-strategies
George, D., Okon, E., & Akaighe,, G. (2023). The impact of training on employee engagement and organizational success. African Journal of Business and Management, 15(3), 56-72.
https://corporatefinanceinstitute.com/resources/management/employee-training-and-development/
Indulekha, M., Vineeth, V., & Gayathri, G. (2019). The strategic role of human resource practices in enhancing employee engagement. International Journal of Human Resource Studies, 9(3), 38-57. https://doi.org/10.5296/ijhrs.v9i3.15013
Kazim, A., Alam, M., Brohi, M. A., & Khalid, Z. (2021). The effect of employee training and perceived organizational support on succession planning: The mediating role of employee commitment. Journal of Innovative Research in Management Sciences, 50-78.
Martins, P., Nascimento, G., & Moreira, A. (2023). Leadership and turnover Intentions in a public hospital: The Mediating effect of organizational commitment and moderating effect by activity department. Administrative Science, 13(18). doi: 10.3390/admsci13010018
Mitsakis. (2017). From “Brain-Drain” to “Brain-Retain”: Can human resource development. Nottingham Trent University IRep repository. https://www.researchgate.net/publication/316841381
Noe, R. A. (2020). Employee training and development. McGraw-Hill Education.
Nor, F. K., Ahmad, A., Omar, K., Nik, H. N., & Salleh, A. M.M. (2018). Green work life balance, green human resource management practices on employee satisfaction. Asia International Muiltidisplinary.
Ogundipe, T. A., Adeniyi, B. O., & Adeyemi, O. (2022). Employee engagement and retention rates in Nigerian healthcare institutions. Journal of Healthcare Leadership, 7(4), 91-104.
Okonkwo, O. N., Ojima, D. O., & Manasseh, C. O. (2020). Capital flight and economic growth in Nigeria (1981– 2017). International Journal of Advanced Science and Technology, 29(11), 467-479.
Okoroafor, et al. (2021). Perspectives of policymakers on retention in Nigeria. J Public Health.
Osman, M. K. (2013). High-Performance Work Practices and Hotel Employee Performance: The Mediation of Work Engagement. International Journal of Hospitality Management, 32, 132-140. http://dx.doi.org/10.1016/j.ijhm.2012.05.003
Owoyemi, & Yunusa. (2022). Human resources in the healthcare delivery system: The Nigeria's experience. International Journal of Progressive Research In Engineering Management and Science (IJPREMS), 2(9), 96-103.
Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121–139. https://doi.org/10.1007/BF01384942
Ryba, K. (2023). The importance of succession planning. Quantum Workplace. https://www.quantumworkplace.com/future-of-work/the-importance-of-succession-planning
Sandhya, S., & Sulphey, M. M. (2020). Influence of empowerment, psychological contract, and employee engagement on voluntary turnover intentions. International Journal of Productivity and Performance Management, 69(5), 919 -- 945. https://doi.org/10.1108/IJPPM-04-2019-0189.
Sepahvand, R., & Khodashahri, R. B. (2021). Strategic human resource management practices and employee retention. IJMS.
Shore, L. M., & Tetrick, L. E. (1994). The psychological contract as an explanatory framework in the employment relationship. In G. R. Ferris (Ed.), Research in Personnel and Human Resources Management, 12, 91–135.
Skubis, I., Akahome, E. J., & Bijańska, J. (2023). The brain drain syndrome and the role of responsible leadership in health care service organisation in Nigeria. cientific Papers of Silesian University of Technology, Organization and Management, Series No. 176.
Turnley, W. H., & Feldman, D. C. (2000). Re-examining the effects of psychological contract violations: Unmet expectations and job dissatisfaction as mediators. Journal of Organizational Behavior, 21(1), 25–42. https://doi.org/10.1002/(SICI)1099-1379(200001)21:1<25::AID-JOB11>3.0.CO;2-P
Van Vulpen, E. (2024). Performance management: Aligning strategy and practice. AIHR. https://www.aihr.com/blog/what-is-performance-management/
Znidarsič, J., & Bernik, M. (2021). Impact of work-family balance results on employee work engagement within the organization. The case of Slovenia. PLoS ONE, 16(1), 1-17. https://doi.org/10.1371/journal.pone.0245078
Article Sidebar
