Employees’ Resilience, Organizational Culture and Sustainable Performance of Tertiary Hospitals in Oyo State, Nigeria
Keywords:Employees’ Resilience, Organizational Culture, Sustainable Performance, Tertiary Hospitals
Purpose: The study examined the role of employees’ resilience and organisational culture in the sustainable performance of tertiary hospitals in Oyo State, Nigeria, it examined the nature of relationship that exist among employees resilience level, organisational culture and sustainable performance; examined the influence of employees resilience level on sustainable performance; determined the impact of organisational culture on tertiary hospitals sustainable performance; investigated the moderating role of organisational culture in the relationship between employee resilience level and tertiary hospitals sustainable performance; and examined the impact of medical personnel resilience on patient satisfaction in tertiary hospitals. The conditions of the health workers in Nigeria necessitated this study in order to draw the attention of policy makers and tertiary hospitals Management to the need of coming to the aid of health workers in terms of improved services.
Theoretical framework: The aim of employees’ resilience in the tertiary hospital is to ensure effective performance of the health workers and for them to be able to withstand or recover quickly from difficult conditions in the world of works. Noting that they experience serious stress as a result of the mass relocation of health workers in Nigeria to the western world for greener pastures which therefore put pressures on the ones on ground and finding it difficult to cope with the rigor of work. The study proffers solutions to the difficulties being experience by the health workers. When compared with the developed countries, health workers welfare are well taken care of which the reverse is the case in Nigeria.
Methodology/Design/Approach: This study adopted quantitative design through a survey approach to answer the research questions raised. Questionnaire was made use of to gather data. The data collected were analyzed using descriptive and inferential statistical techniques of Social Package of Social Sciences, The population of the study comprises of two (2) sets of respondents which are Medical Personnel and Patients, 338 Medical Personnel and 50 patients were given questionnaire and wee returned.
Findings: The outcome of the findings indicated that employees’ resilience level has a statistically significant positive and low correlation with sustainable performance ( ). Moreover, employees resilience has a statistically significant positive correlation with organizational culture ( ). In addition, organizational culture had a positive and statistically significant relationship with sustainable performance ( ). The result revealed that organizational culture did not moderate the relationship between employees’ resilience level and tertiary hospital sustainable performance ( ). This implies that organizational culture is not a moderator between employees’ resilience level and tertiary hospital sustainable performance. The results also revealed that patients are satisfied with the communication style of the medical personnel (100%), the explanation mode of the medical personnel (85%), the ways by which the medical personnel relate with them (95%), general relationship (100%), the technical skills of the medical personnel (80%) and awareness of their health issue (100%). The medical personnel are well trained and cultured through their professional ways of discharging their duties to safe lives. It also, charged the Nigerian Government to improve in the working conditions of the health workers.
Research, Practical & Social implications: The study resolves by implication that, employees’ resilience and organizational culture have significant relationship with sustainable performance while employees’ resilience level has a statistically significant positive correlation with organizational culture. Employees’ resilience through contextual and behavioural dimensions do not significant predictors on sustainable performance while cognitive dimension significantly predicts of tertiary hospital sustainable performance. The study also clarified that organizational culture is not a moderator of the relationship between employees’ resilience and tertiary hospital sustainable performance. Patients are satisfied with the medical personnel service delivery in these tertiary hospitals. It recommends among others, that medical personnel’s behavioural and contextual dimensions of employees’ resilience should be further enhanced by hospital stakeholders, especially the management to enhance sustainable performance.
Originality/Value: The study added value to body of knowledge because its implications both practical and social affirmed that without creating enabling environment, organizational culture, the level of employees’ resilience is advanced and better and appropriate management strategies, organizational culture that will meet up with its optimization level in terms service delivery and effective welfare of health workers should be put in place from time ti time. The study as recommends that medical personnel’s behavioural and contextual dimensions of employees’ resilience level should be further enhanced by hospital stakeholders, especially the management to enhance sustainable performance.
Abdelhay, S., Abdulrahim, H., & Marie, A. (2023). Employees Performance as affected by Monetary and Psychological Incentives (the Field of Study the Commercial Banksin UAE). A Comprehensive Study. International Journal of Professional Business Review. 8 (7). 01 - 024.
Adeloye, D., David, R. A., Olaogun, A. A., Auta, A., Adesokan, A., Gadanya, M., Opele, J. K., Owagbemi, O., & Iseolorunkanmi, A. (2017). Health workforce and governance: The crisis in Nigeria. Human Resources for Health, 15(1), 1–8. https://doi.org/10.1186/s12960-017-0205-4
Ager, A. K., Lembani, M., Mohammed, A., Mohammed Ashir, G., Abdulwahab, A., De Pinho, H., Delobelle, P., & Zarowsky, C. (2015). Health service resilience in Yobe state, Nigeria in the context of the Boko Haram insurgency: a systems dynamics analysis using group model building. Conflict and Health, 9(1), 1–14. https://doi.org/10.1186/s13031-015-0056-3
Akinola, E. T, Afolabi, F. O; Afolabi, O. A; & Dike, I. D. (2023). Integration of Information and Communication Technology Into Teacher Education Programme During COVID–19 Pandemic Era in Nigeria. International Society for Educational Planning. Washington, D. C.
Andrabi, S., Hamid, S., & Jabeen, A. (2012). Measuring Patient Satisfaction: A Cross Sectional Study to Improve Quality of Care at a Tertiary Care Hospital,. Health Line, 3(1), 51–73.
Burhan, M. A., Turki, M. A & Alia, A. R. A. (2023). The role of Najran University in Spreading the Culture of Entrepreneurship and Innovation in Achieving the goals of Sustainable Development among Students. International Journal of Professional Business Review
Cleary, M., Kornhaber, R., Thapa, D.K., West, S. and Visentin, D. (2018) The Effectiveness of Interventions to Improve Resilience among Health Professionals: A Systematic Review. Nurse Education Today, 71,247-263.https://doi.org/10.1016/j.nedt.2018.10.002
Cooper, C. L., Liu, Y. P., & Tarba, S. Y. (2014). ‗Resilience, HRM practices and impact on organizational performance and employee well-being,‘ The International Journal of Human Resource Management 2015 Special Issue, 25, 2466-2471.
Gunartin, H. P., Agung, W. & Nurika, R. (2023). The Role of Entrepreneurial Competencies: Successful Key SMES: A Literature Review. International Journal of Professional Business Review 8(7), 01 - 12.
Health and Safety Guide for Human Resources Professionals. (n.d.). Canadian Centre for Occupational Health and Safety. Retrieved March 02, 2020 from ccohs.ca
Husted, M., & Dalton, R. (2021). ‘Don’t show that you’re scared’: resilience in providing healthcare in a UK low-to-medium secure hospital. Health Psychology and Behavioral Medicine, 9(1), 84–103. https://doi.org/10.1080/21642850.2021.1874956.
Inuwa, M. (2016). Job Satisfaction and Employee Performance: An Empirical Approach. The Millennium University Journal, 1(1), 90.
Ileyemi, M. (2022). Nigerian Health Workers list Conditions to halt Brain Drain InPremium Times Nigeria of 23 October, 2022. Accessed from www.premiumtimesng.com on 3rd May, 2023.
Lawal, L, Lawal, A. O. & Amosu, O. P., Muhammad-Olodo, A. O., Nasir, A., Abdullah, K., Kuza, P. B., Aborede, A. T., Adebisi, Y. A., Kareem, A. A., Aliu, A., Elelu, T. M., & Murwira, T. (2022). The COVID-19 Pandemic and Health Workforce Brain Drain in Nigeria. International Journal for Equity Health 21, 174.
Lin, T. T., & Liao, Y. (2020). Future temporal focus in resilience research: when leader resilience provides a role model. Leadership and Organization Development Journal, 41(7), 897–907. https://doi.org/10.1108/LODJ-10-2019-0429
Mohammed A. M. & Abdullahi Y. B. (2011). An Evaluation of Staff Motivation, Dissatisfaction and Job Performance In An Academic Setting.
Oh, S. young, & Han, H. seok. (2020). Facilitating organisational learning activities: Types of organisational culture and their influence on organisational learning and performance. Knowledge Management Research and Practice, 18(1), 1–15. https://doi.org/10.1080/14778238.2018.1538668
Robertson, I. T., Cooper, C. L., Sarkar, M., & Curran, T. (2015). Resilience training in the workplace from 2003 to 2014: a systematic review,. Journal of Occupational and Organizational Psychology, 88(3), 533–562.
Robertson, H. D., Elliott, A. M., Burton, C., Iversen, L., Murchie, P., Porteous, T., & Matheson, C. (2016). Resilience of primary healthcare professionals : British Journal of General Practice, 423–433. https://doi.org/10.3399/bjgp16X685261
Sasu, D. D. (2022). Health in Nigeria - statistics & facts. https://www.statista.com/topics/6575/health-in-nigeria/#dossierKeyfigures
Sreenivas, T., & Babu, N. (2012). A study on Patient Satisfaction in Hospitals in Guntur District,. International Journal of Management Research and Business Strategy, 1(1), 101–118.
United Nations. (2015). Transforming Our World: The 2030 Agenda for Sustainable Development. In United Nations. https://doi.org/10.1201/b20466-7
Vanhove, A. J., Herian, M. N., Perez, A. L., Harms, P. D., & Lester, P. B. (2016). Can resilience be developed at work? A meta-analytic review of resilience-building programme effectiveness. Journal of Occupational and Organizational Psychology, 89(2), 278–307.
Wang, J., Cooke, F. L., & Huang, W. (2014). How resilient is the ( future ) workforce in China? A study of the banking sector and implications for human. Asia Pacific Journal of Human Resources, 52, 132–154. https://doi.org/10.1111/1744-7941.12026
Sools, A., & Mooren, J. H. (2012). Towards narrative futuring in Psychology: becoming resilient by imagining the future. Graduate Journal of Social Science, 9(2), 203–226.
How to Cite
Copyright (c) 2023 Julianah Funmilayo Akintunde-Adeyi, James Olalekan Akinbode, Emmanuel Taiwo Akinola
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;
The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;
The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);
The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.
Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 (http://creativecommons.org/licenses/by-nc/4.0/), which allows the work to be shared with recognized authorship and initial publication in this journal.
Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.
Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at http://opcit.eprints.org/oacitation-biblio.html