The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention.,Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals.,This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment.,Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation.,This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.

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Investigating the relationship between managerialist employment relations and employee turnover intention: The case of Nigeria

Research on organizational justice in hospitals in African countries are limited despite being important for workforce performance and hospital operational efficiency. This paper investigated perceptions and predictors of organizational justice among health professionals in academic hospitals in South-east Nigeria. The study was conducted in two teaching hospitals in Enugu State, South-east Nigeria using mixed-methods design. Randomly sampled 360 health professionals (doctors = 105, nurses = 200 and allied health professionals, AHPs = 55) completed an organizational justice scale. Additionally, semi-structured, in-depth interview with purposively selected 18 health professionals were conducted. Univariate and bivariate statistics and multivariable linear regression were used to analyze quantitative data. Statistical significance was set at alpha 0.05 level. Qualitative data were analyzed thematically using NVivo 11 software. The findings revealed moderate to high perception of different dimensions of organizational justice. Doctors showed the highest perception, whereas AHPs had the least perception. Among doctors, age and education predicted distributive justice (adjusted R2 = 22%); hospital ownership and education predicted procedural justice (adjusted R2 = 17%); and hospital ownership predicted interactional justice (adjusted R2 = 42%). Among nurses, age, gender and marital status predicted distributive justice (adjusted R2 = 41%); hospital ownership, age and gender predicted procedural justice (adjusted R2 = 28%); and hospital ownership, age, marital status and tenure predicted interactional justice (R2 = 35%). Among AHPs, marital status predicted distributive justice (adjusted R2 = 5%), while hospital ownership and tenure predicted interactional justice (adjusted R2 = 15%). Qualitative findings indicate that nurses and AHPs perceive as unfair, differences in pay, access to hospital resources, training, work schedule, participation in decision-making and enforcement of policies between doctors and other health professionals due to medical dominance. Overall, supervisors have a culture of limited information sharing with, and disrespectful treatment of, their junior colleagues. Perceptions of organizational justice range from moderate to high and predictors vary among different healthcare professionals. Addressing specific socio-demographic factors that significantly influenced perceptions of organizational justice among different categories of health professionals and departure from physician-centered culture would improve perceptions of organizational justice among health professionals in Nigeria and similar settings.

https://link.springer.com/content/pdf/10.1186/s12913-020-05187-5.pdf

Perceptions and predictors of organizational justice among healthcare professionals in academic hospitals in South-Eastern Nigeria.

Nurse Supervisors should do their best to sustain transformational and interactional justice behaviors relationship with staff nurses. This will not only improve nurses' commitment to the organization and decrease turnover intention, but also encourage their organizational citizenship behavior and improve the organizational effectiveness. This study aimed to investigate the relationship among organizational justice, transformational leadership, organizational citizenship behavior, and turnover intention among nurses at Zagazig University Hospitals. A descriptive correlational design was used for this study. A stratified random sample of 384 nurses was chosen from the above mentioned settings. A questionnaire sheet was used to collect data for this study that was composed of four parts: Organizational justice scale, organizational citizenship behavior, turnover intention scale, and multifactor leadership questionnaire. Results revealed that 66.1% and 51.3% of nurses had positive perceptions of transformational leadership and organizational justice, respectively. Likewise, 66.7% and 46.9% of nurses had moderate levels of organizational citizenship behavior and turnover intention, respectively. Moreover, there was significant relationship between organizational justice, transformational leadership, organizational citizenship behavior, and turnover intention, where P-value < 0.05. Conclusion: The organizational justice is effective in improving nurses' organizational citizenship behavior and reducing their turnover intention. As well, transformational leadership full mediated the relationship between organizational justice as regards organizational citizenship behavior and turnover intention. Recommendation: Hospital administrators should develop fair and consistent procedures regarding nursing personnel, performance assessment, distribution of outcomes, rewards, and promotions to improve the perception of organizational justice.

Organizational Justice, Organizational Citizenship Behavior and Turnover Intention among Nurses: The Mediating Effect of Transformational Leadership

Nurses’ turnover intention has become a concern for medical institutions because nurses are more needed than ever under the prevalence of COVID-19. This research sought to investigate the effects of the four dimensions of organizational justice on COVID-19 frontline nurses’ turnover intention through the mediating role of job engagement. We also tested the extent to which perceived job alternatives could moderate the relationship between job engagement and turnover intention. This descriptive cross-sectional study used an online survey to collect data from 650 frontline nurses working in appointed hospitals in Jiangsu province, China. Hierarchical regression was used to analyze the hypothesized relationships. Findings revealed that all organizational justice components significantly influenced job engagement and turnover intention. Job engagement also significantly affected nurses’ turnover intention and mediated the relationships between organizational justice components and turnover intention. Besides, perceived job alternatives moderated the relationships between job engagement and turnover intention. The implications of this study include demonstrating that healthcare authorities should respect human rights through effective organizational justice as this approach could encourage nurses to appreciate their job and be more devoted to staying and achieving their institutional duties, especially under challenging circumstances.

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COVID-19: The effects of perceived organizational justice, job engagement, and perceived job alternatives on turnover intention among frontline nurses

Abstract Background. Conflicts across professional workgroup and hierarchies inundate the clinical workplace. Early Career Doctors (ECDs) are also affected either as victims or as a provocateur/perpetrator. The effects of conflict at their workplaces have both significant positive and negative dimensions and impacts on ECDs. Little has been reported about conflict among ECDs in Nigeria. Thus, this study explored the issue of conflict and conflict resolution among ECDs in Nigeria, in a bid to elicit information on the causes, consequences, perpetrators and victims. Method. This was a qualitative study, using Focus Group Discussions (FGD) to explore information on conflict and conflict management among purposively selected key respondents (n = 14) from seven tertiary hospitals in Nigeria. The respondents are ECDs who were leaders and representatives of other ECDs in their various hospitals. Two FGDs were conducted. Results. The result showed that conflict is inescapable in clinical settings and occurred at different levels. The perpetrators are varieties of health workers, and most are task-related conflicts, although there are relational ones. The conflicts with the government on labour-related issues are also frequent. The lack of job description and specification and power struggle among others were highlighted as the drivers of conflicts between ECDs and other health-workers. Conclusion. The findings of the study were discussed, and suggestions were made to reduce its effect, which would require structural solutions to mitigate at different levels and the diverse players in the health sectors.

Conflict and Conflict Resolutions Experienced by Early Career Doctors in the Nigerian Health Sector: a Qualitative Report

The purpose of this paper is to establish the difference in organizational justice perceptions and effects organizational justice dimensions on turnover intentions of workers in university teaching hospitals. The study adopted analytic descriptive survey design with quantitative methodology. Data were collected from university teaching hospitals in Nigeria through distribution and retrieval of 503 copies of questionnaire which was designed on a 5- point Likert scale response continuum of strongly agree to strongly disagree with corresponding weights from 5 to 1. Data were analysed with one way analysis of variance, Duncan post hoc test and multiple regression analysis. The findings of this study demonstrated that there was a significant difference in organizational justice perception among junior, senior and management staff in teaching hospitals; there was a significant difference in organizational justice perception among medical doctors, paramedics and supporting staff in teaching hospitals; distributive justice had non-significant positive effect on turnover intention among others. There is dearth of empirical literature in organizational justice and turnover intent in teaching hospitals in the Nigerian context. This research paper bridged the knowledge gaps, demonstrated policy inadequacies in the health sector and proffered possible way forward to mitigate the incidence of industrial unrest.

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Court Ogele Timinepere

Papers

Organizational Justice and Turnover Intention among Medical and Non-Medical Workers in University Teaching Hospitals