Bolstering human capital management and engagement in the health sectors

The health sector is one of the cornerstones and most viable tool for sustainable development. The quest for improved performance has developed momentum over the past years, and this has increased the demand for excellent service. Still, surprisingly the process and array of complexities in employee...

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Main Authors: Adewale Osibanjo, Anthonia Adeniji, Odunayo Salau, Tolulope Atolagbe, Abisola Osoko, Ogheneofejiro Edewor, Julia Olowu
Format: Article
Language:English
Published: Taylor & Francis Group 2020-01-01
Series:Cogent Business & Management
Subjects:
Online Access:http://dx.doi.org/10.1080/23311975.2020.1794676
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spelling doaj-1a2981795b5842f8897cd7533529f3ea2021-06-02T09:21:02ZengTaylor & Francis GroupCogent Business & Management2331-19752020-01-017110.1080/23311975.2020.17946761794676Bolstering human capital management and engagement in the health sectorsAdewale Osibanjo0Anthonia Adeniji1Odunayo Salau2Tolulope Atolagbe3Abisola Osoko4Ogheneofejiro Edewor5Julia Olowu6Covenant UniversityCovenant UniversityCovenant UniversityCovenant UniversityCovenant UniversityCovenant UniversityCovenant UniversityThe health sector is one of the cornerstones and most viable tool for sustainable development. The quest for improved performance has developed momentum over the past years, and this has increased the demand for excellent service. Still, surprisingly the process and array of complexities in employees’ selection, education, as well as their career development in the health sector is worrisome with heightened attrition rate. Hence, this paper examines how holistic human capital management is nurtured, implemented and practiced in Nigeria’s health sector. The human capital and social exchange theories were also used to explain the issues. The study adopts a cross-sectional approach and descriptive research design to establish trends related to the objectives of this study. A quantitative approach was employed using a modified survey questionnaire in purposively sampling 408 selected health workers in the south-west, Nigeria. The use of measurement model and structural equation modelling (SEM_PLS) was adopted to establish the convergent reliability, model-fit and degree of association. The results established that human capital management dimensions (training and development, mentoring, employee relations, coaching, job design and career development) are significant predictors of employee engagement. Surprisingly, career development and mentoring had the least values. The study concluded by providing a quite detailed analysis of the assumptions underpinning holistic human capital management in Nigeria’s health sector and also putting forth viable and pragmatic recommendations.http://dx.doi.org/10.1080/23311975.2020.1794676human capitalmanagementhealth sectorengagement
collection DOAJ
language English
format Article
sources DOAJ
author Adewale Osibanjo
Anthonia Adeniji
Odunayo Salau
Tolulope Atolagbe
Abisola Osoko
Ogheneofejiro Edewor
Julia Olowu
spellingShingle Adewale Osibanjo
Anthonia Adeniji
Odunayo Salau
Tolulope Atolagbe
Abisola Osoko
Ogheneofejiro Edewor
Julia Olowu
Bolstering human capital management and engagement in the health sectors
Cogent Business & Management
human capital
management
health sector
engagement
author_facet Adewale Osibanjo
Anthonia Adeniji
Odunayo Salau
Tolulope Atolagbe
Abisola Osoko
Ogheneofejiro Edewor
Julia Olowu
author_sort Adewale Osibanjo
title Bolstering human capital management and engagement in the health sectors
title_short Bolstering human capital management and engagement in the health sectors
title_full Bolstering human capital management and engagement in the health sectors
title_fullStr Bolstering human capital management and engagement in the health sectors
title_full_unstemmed Bolstering human capital management and engagement in the health sectors
title_sort bolstering human capital management and engagement in the health sectors
publisher Taylor & Francis Group
series Cogent Business & Management
issn 2331-1975
publishDate 2020-01-01
description The health sector is one of the cornerstones and most viable tool for sustainable development. The quest for improved performance has developed momentum over the past years, and this has increased the demand for excellent service. Still, surprisingly the process and array of complexities in employees’ selection, education, as well as their career development in the health sector is worrisome with heightened attrition rate. Hence, this paper examines how holistic human capital management is nurtured, implemented and practiced in Nigeria’s health sector. The human capital and social exchange theories were also used to explain the issues. The study adopts a cross-sectional approach and descriptive research design to establish trends related to the objectives of this study. A quantitative approach was employed using a modified survey questionnaire in purposively sampling 408 selected health workers in the south-west, Nigeria. The use of measurement model and structural equation modelling (SEM_PLS) was adopted to establish the convergent reliability, model-fit and degree of association. The results established that human capital management dimensions (training and development, mentoring, employee relations, coaching, job design and career development) are significant predictors of employee engagement. Surprisingly, career development and mentoring had the least values. The study concluded by providing a quite detailed analysis of the assumptions underpinning holistic human capital management in Nigeria’s health sector and also putting forth viable and pragmatic recommendations.
topic human capital
management
health sector
engagement
url http://dx.doi.org/10.1080/23311975.2020.1794676
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