Strategic Human Resource Management Practices And External Labour Mobility in Public Level Five Hospitals In Kenya

Abstract

External labour mobility of medical officers and nurses in Kenya has affected quality of health service delivery due to high number of exits and brain drain of human

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resources for health and this has affected the image and the economic potential of the country. The specific objectives under this study were; strategic work-life balance practice, strategic human capital practice, strategic health and safety practice, and strategic career advancement opportunities practice. The moderating variable in this study was perceived organizational support. Ability Motivation Opportunity theory, Heinrichs Domino theory, Spillover Theory of work-life balance, Human Capital Theory and Psychological Contract Theory were used to explain the relationship between the variables under study. Mixed research design method was used in this research and it involved a variety of analytical methods. The target population of this study was 4,388 medical officers and nurses in the fourteen (14) public level five hospitals in Kenya, from which a sample of 353 respondents was selected using stratified random sampling method while purposive sampling technique was used to select the eight (8) public level five hospitals representing the former provinces in Kenya. Quantitative data was analyzed using both descriptive and inferential methods. The descriptive statistical tools include the frequencies, percentages, mean and standard deviation. Inferential statistical models included correlation coefficient and regression analysis to determine the relationship between the variables through SPSS version 22-computer program. The findings indicated that strategic health and safety was not a significant predictor of external labour mobility. The study recommended that the Public Service Commission, Ministry of Health and the County Public Service Boards (CPSB) should integrate and implement strategic human resource management practices into the organizations business strategy; The County Executive Committee Members in the department of health to develop a policy framework to ensure that there are flexi-work programs in place, childcare policies/facilities and holding rooms (nap pods) in the health care facilities; development of an employee assistance program; speedy approval of employees leave in a timely manner as per the prevailing regulatory frameworks; development of a training need assessment/analysis in the health facilities, sponsorship programs to the human resources for health; provision of personal protective equipment/gear and adequate working conditions to protect themselves against occupational diseases and loss of life; formation of health and safety committees in the health facilities; establishment of a clear succession management plan and career mentorship programs in the health facilities, promotion of socially interactive environments (interactional justice) and sharing of pertinent information to the staff members; provision of organizational rewards such as career advancement opportunities based on merit, paid holiday trips, recognition awards and certificates to the best performing medical officers and nurses and adoption of an amicable leadership style. Future researchers should focus on other strategic human resource management practices influencing external labour mobility especially on generational groups (Baby boomers, generational X, millennials, generation Z & Alpha) such as recruitment and selection, orientation/induction programs, voice, strategic involvement and participation, employee relations, human resource planning and reward management practice.