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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Autores principales:	Adewale Osibanjo, Anthonia Adeniji, Odunayo Salau, Tolulope Atolagbe, Abisola Osoko, Ogheneofejiro Edewor, Julia Olowu
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2020
Materias:	human capital management health sector engagement Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/1a2981795b5842f8897cd7533529f3ea
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spelling	oai:doaj.org-article:1a2981795b5842f8897cd7533529f3ea2021-12-02T18:21:14ZBolstering human capital management and engagement in the health sectors2331-197510.1080/23311975.2020.1794676https://doaj.org/article/1a2981795b5842f8897cd7533529f3ea2020-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2020.1794676https://doaj.org/toc/2331-1975The 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.Adewale OsibanjoAnthonia AdenijiOdunayo SalauTolulope AtolagbeAbisola OsokoOgheneofejiro EdeworJulia OlowuTaylor & Francis Grouparticlehuman capitalmanagementhealth sectorengagementBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 7, Iss 1 (2020)
institution	DOAJ
collection	DOAJ
language	EN
topic	human capital management health sector engagement Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	human capital management health sector engagement Business HF5001-6182 Management. Industrial management HD28-70 Adewale Osibanjo Anthonia Adeniji Odunayo Salau Tolulope Atolagbe Abisola Osoko Ogheneofejiro Edewor Julia Olowu Bolstering human capital management and engagement in the health sectors
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.
format	article
author	Adewale Osibanjo Anthonia Adeniji Odunayo Salau Tolulope Atolagbe Abisola Osoko Ogheneofejiro Edewor Julia Olowu
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
publishDate	2020
url	https://doaj.org/article/1a2981795b5842f8897cd7533529f3ea
work_keys_str_mv	AT adewaleosibanjo bolsteringhumancapitalmanagementandengagementinthehealthsectors AT anthoniaadeniji bolsteringhumancapitalmanagementandengagementinthehealthsectors AT odunayosalau bolsteringhumancapitalmanagementandengagementinthehealthsectors AT tolulopeatolagbe bolsteringhumancapitalmanagementandengagementinthehealthsectors AT abisolaosoko bolsteringhumancapitalmanagementandengagementinthehealthsectors AT ogheneofejiroedewor bolsteringhumancapitalmanagementandengagementinthehealthsectors AT juliaolowu bolsteringhumancapitalmanagementandengagementinthehealthsectors
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Bolstering human capital management and engagement in the health sectors

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