ABSTRACT
This
research is intended to examine the personnel management in the Mission
Hospitals. Bishop Shanahan Hospital has
been chosen for this study because of its long existence and experience
pervading the good old days and the present hard times. The research involved a survey in which
questionnaire and interviews were used, and this served as the primary and
source of data. Samples were taken from
Nsukka Urban Area. Deliberate selection of
samples was adopted so as to reduce the time and cost in shuttling between
Enugu and Nsukka for the purpose of the survey, and the sample size was
41. Extensive review of related
literature was carried out, making reference to magazines, dailies, journals,
hospital publications, and this served as secondary data source. The nature of personnel management, its
problems, shortcomings and prospects were evaluated in respect of Bishop
Shanahan Hospital. Precisely, some
aspects of the personnel services such as relationship with other sections,
motivation/job satisfaction, decision-making, procedures and regulations,
employment style, industrial relations, training and promotion of staff were
inquired into. Also, a brief inquiry
into the use of computer was done.
Descriptive statistics was employed in the analysis of data throughout
the research. Suggestions and
recommendations were offered based on the findings. Such recommendations bordering on personnel
policy, industrial relations, manpower planning, performance evaluation, job
descriptions and job specifications, motivation, computerization and public
relations were briefly treated. A master
of finding from the study is that lack of funds rather than personnel
management hinders the effective operations of the hospital. And this has affected payment of salaries,
attraction of specialists, training and re-training of staff as and when
due. However, there are possible
prospects for improvement if the economy can improve. It is therefore, in the light of the above
that the researcher recommends thus: prompt payment of workers salaries,
training and re-training of staff for effective discharge of their duties which
will eventually lead to efficient result, initiating good policies which
include: employment policy, welfare policy, health and safety policy,
industrial relations policy.
LIST OF TABLES
Table I: Distribution of Respondents according to Sex (Question 1)
Table II: Distribution of Respondents according to Age
(Question 1) .. .. .. .. .. .. .. ..
Table III: Distribution of Respondents according to Sex (Question 1)
Table IV: Classification of Respondents by Occupation (Question 4)
Table V: Distribution of Rank/Position of Respondents (Question 5)
Table
VI: Distribution of Educational
Attainment Levels of
Respondents (Question 6) ..
Table
VII: Relationship of Respondents with
Bishop Shanahan
Hospital Nsukka .. .. .. .. .. .. ..
Table
VIII: Distribution of period of
Association of Non-staff with the
Hospital (Question 8) .. .. .. .. .. ..
Table XIX: Classification of the Respondents .. .. ..
Table
X: Distribution of Staff
Respondents according to their
length of services
(Question 10) .. .. .. .. ..
Table
XI: Distribution of level of Job
Satisfaction among 11
staff of the Hospital
(Question 11) .. .. .. ..
Table
XII: Distribution of 11 Staff in
relation to their
Membership of Management
Team .. .. .. ..
Table
XIV: Distribution of criteria for
decision making at the Hospital
(Question 14) .. .. .. .. .. .. .. ..
Table
XV: Distribution of views on the
existence of an established
Manual of Procedures and
Regulations (Question 15) .. ..
Table
XVI: Distribution of views on whether
the Hospital has an
established Personnel
Department (Question 16) .. .. ..
Table
XVII: Distribution of views on
respondents on the functional
relationship (Question
16) .. .. .. .. .. ..
Table
XVIII: Distribution of views on manner of
selection/employment
(Question 18) .. .. .. .. .. .. .. ..
Table XIX: Kinds of training as observed by the
respondents
(Question 19)
.. .. .. .. .. .. .. ..
Table
XX: Distribution of views on whether
the hospital has written
conditions of service or
not (Question 20) .. .. .. ..
Table XXI: Distribution of views on regularity of
promotion of staff
(Question 21)
.. .. .. .. .. .. .. ..
Table
XXII: Distribution of responses
regarding the existence of an
organized Union at the hospital (Question 22) .. .. .. ..
Table
XXIII: Distribution of views concerning
strike or industrial action
in the hospital (Question
23) .. .. .. .. .. ..
Table
XXIV: Distribution of views on whether
the hospital uses a
computer
(Question 24).. .. .. .. .. .. ..
Table
XXV: Distribution of views of respondents
on the hospital’s type
of
service (Question 27).. .. .. .. .. .. ..
TABLE OF CONTENTS
Title Page .. .. .. .. .. .. .. ..
Certification .. .. .. .. .. .. .. ..
Dedication .. .. .. .. .. .. ..
Acknowledgments .. .. .. .. .. .. ..
Abstract . .. .. .. .. .. .. ..
List of Tables .. .. .. .. .. ..
Table of Contents .. .. .. .. .. ..
CHAPTER ONE
1.0 Introduction .. .. .. .. .. .. .. ..
1.1 Background
of the Study .. .. .. .. .. .. ..
- Statement of the Problem .. .. .. .. .. .. ..
- Objectives of the Study .. .. .. .. .. .. ..
- Research Questions .. .. .. .. .. .. .. ..
- Significance of the Study .. .. .. .. .. .. ..
- Scope of the Study .. .. .. .. .. .. .. ..
- Limitations of the Study .. .. .. .. .. .. ..
- Definition of Terms .. .. .. .. .. .. .. ..
References .. .. .. .. .. .. .. .. ..
CHAPTER TWO
2.0 Review
of Related Literature .. .. .. .. .. ..
2.1 Meaning
of Management .. .. .. .. .. .. ..
- Meaning of Personnel Management .. .. .. .. ..
- Development of Personnel Management .. .. .. .. ..
- Importance of Personnel Management .. .. .. .. ..
- The Role of Personnel Manager .. .. .. .. .. ..
- Functions of Personnel Department .. .. .. .. ..
- Summary of the Related Literature .. .. .. .. ..
References .. .. .. .. .. .. .. .. ..
CHAPTER THREE
3.0 Research
Methodology .. .. .. .. .. .. ..
3.1 Research
Method .. .. .. .. .. .. ..
3.2 Sources
of Data .. .. .. .. .. .. .. ..
3.2.1 Primary
Data .. .. .. .. .. .. .. .. ..
3.2.2 Secondary
Data .. .. .. .. .. .. .. ..
3.3 Population
of the Study .. .. .. .. .. .. ..
3.4 Sample Size Determination .. .. .. .. ..
3.5 Research Instrument .. .. .. .. .. ..
3.6 Method
of Validating the Instrument .. .. .. .. ..
3.7 Methods
of Data Analyses .. .. .. .. .. .. ..
References .. .. .. .. .. .. .. .. ..
CHAPTER FOUR
4.0 Data
Presentation, Analyses and Interpretation .. .. .. ..
4.1 Response
Ratio .. .. .. .. .. .. .. ..
4.2 Characteristics
of Respondents .. .. .. .. .. ..
4.3 Relationship
of Respondents with Bishop
Shanahan Hospital
Nsukka .. .. .. .. .. .. .. .. ..
4.4 General
Management in Brief .. .. .. .. .. ..
4.5 Evaluation
of the Hospitals Personnel Area .. .. .. ..
4.6 Use
of Computer .. .. .. .. .. .. .. ..
4.7 Comparison
of Bishop Shanahan Hospital
with any General
Hospital (Question 26) .. .. .. .. .. .. ..
4.8 Assessment
of the Hospital Services .. .. .. .. ..
- Observed
Shortcomings (Question 28) .. .. .. .. ..
4.10 Visible
Problems (Question 29) .. .. .. .. .. ..
4.11 Recommendations
by Respondents (Question 30) .. .. ..
CHAPTER FIVE
5.0 Summary
of Findings, Conclusion and Recommendations .. ..
5.1 Summary
of Findings .. .. .. .. .. .. ..
5.2 Conclusion .. .. .. .. .. .. .. .. ..
5.3 Recommendations .. .. .. .. .. .. .. ..
5.3 Areas
of further Study .. .. .. .. .. .. ..
BIBILOGRAPHY .. .. .. .. .. .. .. ..
APPENDIXES
CHAPTER ONE
1.0 Introduction
1.1 Background of the Study
Before
the advent of private hospitals, mission hospitals had existed side by side
with few Government-owned hospitals otherwise known as General Hospitals. Nowadays, however, almost all over Nigeria, there
has been a dramatic increase in the number of hospital of various types and
sizes. This can be attributed to several
reasons, one of which is probably the inability of the government-owned
hospitals to effectively cope with the necessary healthcare services that are
in high demand. Good health is a
prerequisite for every human being to carry on with any meaningful lively
activity on earth (Kuti, 2000).
As
human beings or personnel are the most important resources needed to run every
institution of organization much as a mission hospital, it becomes pertinent to
enquire into their organization and management.
It is a known fact that mission hospitals have been established on
humanitarian grounds rather than on profit making motives. This being so, one may wonder how the
personnel of such hospitals are managed with respect to the recruitment,
training, industrial relations, promotion and motivation, for instance
Very often,
mission hospitals are seen to be not only ill-equipped but also, poorly
staffed. Many of them think of the term
administration instead of management, even though, some kind of personnel
function is performed. In any case,
whether the term ‘administration’ or ‘management’ is used is not actually
important. What is important is simply what the hospital does with its staff
(Akunyili, 2002).
From the
foregoing, it was considered necessary to research into the management of
personnel at Bishop
Shanahan Hospital,
Nsukka, because it has existed for over sixty years and it is expected to serve
as a good model for the research in the area of mission hospitals. A brief remark on the historical background
of the hospital enables one to appreciate the peculiar situation of a typical
mission hospital.
The hospital
which is situated at Nsukka in Enugu State is recovered as one of the oldest hospitals in
the eastern part of Nigeria. It was said to have been established in 1940
under the auspices of the Catholic Church and is owned by the church under the
Bishop. This implies that the Bishop is
at the highest echelon in the hospital’s organization chart.
Before Nsukka
Diocese was carved out from Enugu Diocese in the Catholic Church, the hospital
was under the Catholic Bishop of Enugu. Presently, it is under the Bishop of Nsukka
Diocese. Information available shows
that the administration and management of the hospital are still being shared
by the Dioceses of Enugu, Nsukka and the religious congregation. The reason is not far fetched. It is simply because both Dioceses are within
Enugu State (Mbadugha, 2001).
The available
statistics as at 2003 showed that the hospital has 310 beds, 15 doctors, 85
nurses, and 150 non-medical and para-medical staff as well as 60 student
nurses. The current statistics has not
yet reached the researcher. The reader
is advised to treat the above information in confidence since this research is
for academic purpose.
In consideration of the traditionally expected humanitarian services of Mission hospitals, it is necessary that such hospitals should be encouraged. In the opinion of the researcher, their personnel should be motivated towards improved contribution now that health care services have almost become unaffordable for most Nigerians. This is a vital issue that motivated this research topic.
Statement of the Problem
MANAGING PERSONNEL SERVICES IN A MISSION HOSPITAL: A STUDY OF BISHOP SHANAHAN HOSPITAL, NSUKKA IN NSUKKA LOCAL GOVERNMENT AREA OF ENUGU STATE
