ABSTRACT
The study investigated the effect of work-life balance on performance of selected federal and state health institutions in South- East, Nigeria. The specific objectives of the study sought to: ascertain the extent to which employee assistance programme affect employee commitment, assess the nature of relationship between leave policies and job satisfaction, assess the nature of relationship between alternative work arrangements and productivity, explore the effect of dependent care policies on employee turnover and highlight the extent to which managerial support affects goal attainment. The study adopted survey design. The population of the study was 7,936 medical and non –medical staff from five selected federal health institutions and five selected state health institution in South-East, Nigeria. Staff sample size of 1020 was determined using Freund and William’s statistical formula from the staff population of seven thousand, nine hundred and thirty-six (7,936). Stratified sampling technique was used to select the respondents in each of the selected health institution while Bowley’s proportional allocation method was adopted to determine the allocation of questionnaire to each of the participated health institution. Data were collected through the use of the questionnaire and oral interview guide. The questionnaire was structured on a five–point Likert scale. A pilot study was conducted using test–retest method and tested with Spearman Ranking Order Correlation Coefficient. The result gave a reliability coefficient of
0.92, indicating a high degree of items consistency. The face and content validation of the
instrument was done by five management research experts from both the industry and academia. Simple linear regression and Pearson’s product moment correlation coefficient were used for the data analysis. The acceptable probability level of significance was 0.05. The findings revealed that employee assistance programs positively affected employees’ commitment (r =0.867; t = 6.31; F = 84.21 p < 0.05). Annual leave, maternity leave and sick leave had a positive relationship with job satisfaction (r = .94, p < 0 .05; r =.79 p < 0.05; r
= .83 p < 0.05). Compress work weeks, telecommuting, flexi time, and job sharing had a positive relationship with productivity (r = .94, p < 0 .05; r =.89 p < 0.05; r = .63 p < 0.05; r = .53 p < 0.05). Dependent care policy positively affected turnover intention (r =0.729; t =
4.312; F =61.22 p < 0.05). Managerial supports positively affected goal attainment (r
=0.974; t = 9.44; F = 59.82 p < 0.05).The study concluded that effective implementation of work-life balance indicators did not only benefit the selected health institutions but it was also a pointer for better organizational performance in terms of competitive advantage, better service delivery, customer loyalty, workers’ commitment, efficiency, profitability, employee retention, good corporate image and environmental friendliness. The study recommended that management of health institutions in South–East and the entire country should effectively implement work-life balance initiatives in order to offer a family-friendly atmosphere to attract and retain qualified employees for better service delivery to the affected Nigerian population.
CHAPTER ONE
1.1 Background of the Study
INTRODUCTION
The history of work -life conflict is very old. During barter system, the concept of work was not so clear. In this era work was not considered as employment rather it was just a source of survival. The work-life conflict was not a social issue, as the conflict between the work and family was very small. The industrial revolution of 18th century changed the work settings as well as social setup. Dramatic changes were seen during this period, industries were setup and the functional design of factories led to division between employees and the employer. Organizations were structured and employee loyalty wasbased on the efforts to make the organization profitable. The period of industrialization served as a fore runner to the work/family conflict that intensified in the subsequent years. The relationships, struggles, and conflicts between workers and employers and between families and the workplace grew in this era (Thomas and Clifton, 2008).However, the term “work/life balance” was coined in
1986, although its usage in everyday language was sporadic for a number of years. Interestingly, work/life programs existed as early as the 1930s. Before World War II, the W.K. Kellogg Company created four six-hour shifts to replace the traditional three daily eight-hour shifts, and the new shifts resulted in increased employee morale and efficiency (Lockwood,2003).
World War II (1939-1945), brought significant changes in the composition of workforce in organizations, it gave rise to diversified workforce, and increase the number of female members in workplace. Consequently, work-family issues got significant attention worldwide which directed the government to provide facilities like child care and other welfare packages. With the passage of time, family-friendly policies went beyond the range of mere welfare packages. In the 1980s and 1990s, companies began to offer work/life programs. While the first waves of these programs were primarily to support women with children, today’s work/life programs are less gender-specific and recognize other commitments as well as those of the family (Lockwood, 2003). The origins of research on work-life balance can be traced back to studies of women having multiple roles, as paid worker, wife and mother (Barnett and Burch, 1985).
Until recently, the issue of work-life balance was conceived primarily as a Western idea, in countries like United States of America, United Kingdom etc., but this has radically changed
as African women have taken up paid employment in the contemporary era in order to be part of provision of family needs. Nevertheless, this has also come with a huge price as families, organisations and social lives are impacted in the process (Anwar and Shadzah, 2011).In African patriarchal society, the impact of work-life balance (WLB) on employees particularly women is challenging. This may well be because women combine the very tasking domestic duties which include childcare with their paid work activities (Cross and Linehan, 2006). Although both men and women are said to experience inter-role conflicts between work and family domains, women typically assume more family responsibilities than men (Pillinger,
2002). Also, managing work and family obligations are particularly difficult for women in a patriarchal society. This is in view of the realities of patriarchy that puts women in a position where family commitments come into serious conflict with occupational life (Aziz and Cunningham, 2008). It is common knowledge that African patriarchal system is essentially one of the major reasons women are subjected to serious work stress as well as work-life imbalance that affects their motivation and commitment to work; this in final analysis impinges on the productivity and performance of African organisations (Aluko, 2009).
However, in the contemporary Nigerian environment with serious economic challenges and labour market pressures added to poor social infrastructures, poverty, high unemployment, and corruption, competing demands between work and home have assumed increased relevance for employees in recent years. These conditions further exacerbate the work and life of the average Nigerian worker whose aim is to make a living and who may have to arduously build up accommodating arrangements and cognitive psychological coping behaviours that stimulate desirable satisfaction and effectual functioning both at work and at home(Idemobi and Akam, 2012). Besides due to demography and workplace changes such as rising numbers of women in the labour force, an ageing population, longer working hours and many others, organizations are increasingly pressured to implement work practices intended to facilitate employee’s efforts to fulfil both their employment duties and personal responsibilities(Williams and David, 2006).
Globally, hospitals are experiencing more competition and scarce resources than ever before. They are also confronted with variety of challenges posed by the business environment internally and externally. In spite of these challenges, hospitals are competing to achieve their goals effectively and efficiently. Changes in the work style, work culture, family needs, work demands, are rapidly taking place within the healthcare sector and workers’ attitudes toward
their hospitals and life are affected by work-life balance (Hassan and Winefield, 2010). Work-life balance among hospital employees has now become an issue of serious concern worldwide. The growing participation of women in workplace has produced totally diversified workforce, which give rise to maintaining work-life balance among workers in healthcare industry (Halpern, 2005). Government concern globally seems to increase in past few decades because imbalance work-life cause negative impact on employee’s health which consequently reduce the productivity and creativity among employees and hospitals (Lewis and Rhona, 2007). Job stress has become the crucial problem in the healthcare industry as most hospitals nowadays suffer with the problem of inadequate staff, more expectations on the side of patients and their families, long and odd working hours, inconsistent salary structure and poor working condition. In addition, exposure to hazardous substances and infectious diseases also raise the level of work-stress among healthcare staff (Dickson, 2008). Feather and Rauter (2004) reveal that the level of stress and rates of psychological problems among healthcare workers are higher than any other sector. The repercussions of these undesirable outcomes not only affect the employers but also create negative impact on patients’ health.
In Nigeria, primary health care is provided by local governments, secondary health care (state owned general or university hospitals) by state governments and tertiary health care (federal hospitals) by the federal government. In operationalizing this policy, the federal government decided to establish at least one tertiary health institution in each state of the Nigerian Federation. Federal Medical Centres (FMCs), were established nationwide in states that do not have Federal University Teaching Hospitals present. The exception to this rule is Lagos State, which has one such centre in addition to a Teaching Hospital (Okogbue, 2007).In May
1999, the government created the National Health Insurance Scheme, the scheme encompasses government employees, the organised private sector and the informal sector. The scheme also covers children under five, permanently disabled persons and prison inmates. In 2004, the government further gave more legislative powers to the scheme with positive amendments to the original legislative acts. Although each state can now boast of a state or federal hospital and insurance schemes, health care delivery in Nigeria particularly in the South Eastern still falls short of international standards resulting from poor state of health care infrastructure, shortage of medical professionals, threat of re-emerging infectious diseases and poor sanitation. Recognisable demographic diversity exists in Nigeria with consequent disparity in availability of health care facilities across the country (Okeke, 2008;
Ouma &Herselman, 2008). Nigeria for a long time has suffered political instability, thus creating the opportunity for corruption to thrive and enhancing poor macroeconomic management (Okafor-Dike, 2008). Following years of military dictatorship and lack of government accountability, infrastructural decay did not attract the desired attention (Okogbue, 2007).
The Nigerian hospitals are notorious for their long hour culture and work load which results in neglect of other areas of life with parents not spending enough time with their children and many kids being raised by maids. This long hour culture has also resulted in many couples separating or divorcing. This trend has a negative influence on the individuals because Nigeria is a family oriented traditional society; hence the failure of a family system is termed as a failure on the individual which tends to affect the success of persons (Oshagbemi, 2003). Atkinson (2009) observes thathospital employees are constantly affected by workforce changes due to technological advancement and high rate of competition in the sector. Changes in the work style, work culture, family needs, work demands, are rapidly taking place which eventually increased the population of dual earner couples, single parent families, absentee fathers and eldercare responsibilities (Atkinson, 2009). Adams (2006) points out that the more a person is involved in his or her job, the higher the work family conflict which eventually leads to increase job burnout, low satisfaction, and reduced commitment and increased turnover. Okpara (2004) contends that work-life balance among healthcare workers is especially important because imbalance in work-life causes negative impact on employee’s health which consequently reduces the productivity and creativity among employees and organizations and results directly or indirectly in financial losses.
Policies are made regarding work-life balance, but its implementation has become an issue that needs to be looked into. Ensuring effective delivery of service to the affected Nigerian population may be achieved by the ability of the management of hospitals to maintain policies that promote work-life balance.The management support is also an indicator for favourable treatment, patient satisfaction, employees’ satisfaction and long term success of the hospital (Okeke, 2011). Availability of efficient and effective work-life balance leads to increased intake of skilled medical personnel, reduces turnover, increases job satisfaction, commitment, dedication and positive health care provisions at large (Oloyede, 2012). Lambert (2000) asserts that work-life balance involves the incidence of fulfilment in all areas of a person‘s life and necessitates, individual vigour and supplies of loyalty. Work-life
balance constitutes a challenge because where employees are unable to achieve their desired work-life balance, their welfare, as well as national development is reduced (Gutek, and Klepa, 2008).
Performance is a key determinant in the achievement of organizational goals. Efficient and effective performance is a focal point in any establishment. Every policy should be geared towards increasing the employee performance. For organizations to remain on top they should be able to improve their employee performance and monitor it. In a situation where this does not occur, they are liable to face several challenges which stands as a set back to the organization in the sector where they belong (Hye, 2014). An employee’s job performance depends on or is a consequence of some combination of ability, effort, and opportunity. But, the measurements can be done in terms of outcomes or results produced (Golden, 2012). Performance is defined as the record of outcomes produced on a specified job function or activity during a specified time period (Golden, 2012). According to this definition performance is a setof outcomes produced during a certain time period. Performance is not only related to the action but also involves judgment and evaluation process (Kamau and Wagoki, 2013).
Maertz and Boyar (2009) assert that performance is related to that which the individual that is hired does in fulfilling his / her duties and the activities that can be examined and measurable are reflected. An organization needs high performance of its employees, so as to meet its goal and be able to achieve competitive advantage (Kamalanabhanb and Selvarania, 2011). The organization success depends on the employee performance. Therefore, it is important for a manager to create a well –rounded approach to managing and coaching its workforce. Hospitals are service industry and their main aim is to satisfy their customers. The service medical personnel renders to the customer and hospital performance is interrelated. When medical personnel provide excellent customer service, they are exceeding job expectations (Ojo and Falola, 2014). The popularity of an organization’s service is based in part on the level of service received by the customer. For service industry the business is based almost solely on their employee’s performance. That is why management must look for various ways in improving employee performance (Ojo and Falola, 2014).
Work-life balance is a very important phenomenon that is of great concern to various employees in both private and public sector. It goes beyond prioritizing the work role and one’s personal life. It also affects the social, psychological, economical and mental wellbeing
of the individual. All these is been reflected in the output of the individual, which affects his or her performance in the work place on the long run (Oludayo and Gberevbie, 2015). Work- life balance has implication on employee attitudes, behaviours, wellbeing as well as organizational effectiveness (Lewis and Gambles, 2007).
Clark (2004) defines work-life balance as contentment and good functioning at work and at home with negligible role conflicts. Work-life balance is about finding the right balance between one‘s work and one‘s life (outside work) and about feeling comfortable with both work and non-work commitments (Abbott and De Cieri, 2008). Many people find it difficult to manage their time in a way that is healthy for work and for personal life not because they are poor at time management, but basically because a good part of the time is not theirs (Glass and Finley, 2006). Greenhaus (2009) contends that, work-life balance does not mean an equal balance adding that one’s best individual work-life balance would vary over time. According to him, the right balance for one person today will without reservations be different for the same person tomorrow. The right balances for a single person will be different at marriage, during child bearing; at the start of a new career versus close to retirement. He maintains that there is no perfect, one-size fit all, the best work-life balance is different for everyone because people have different priorities and diverse lives and where employees are unable to suitably balance work and family life, they tend to find it difficult to manage tasks at the workplace and this subsequently shrinks productivity.
Olowe (2009) believes that work-life balance refers to the flexible working arrangements that allow both parents and non-parents to avail themselves of working arrangements that provide a balance between work responsibilities and personal responsibilities. In practice, it involves “adjusting work patterns so that everyone, regardless of age, race or gender can find a rhythm that enables them more easily to combine work and their other responsibilities and aspirations”. Kalliath and Brough (2008) assert thatwork-life balance is the individual perception that work and non-work activities are compatible and promote growth in accordance with an individual’s current life priorities.
Typical employees who experience high work-life balance tend to invest similar amount of time and commitment to work and non-work domains (Burke and McAteer, 2007). Work-life balance is contingent on a number of factors like family, demography and culture (Beauregard and Henry, 2009). According to them, individual’s value system, personality, socialization, attitudes, beliefs, expectations, motivation etc. can go a long way in
affectingemployee’s perceptions of Work-Life Balance. The biggest challenge that organizations are facing today is not only managing their active resources but also retaining them. They contend that organizations are duty bound to see that practices which help maintain a satisfactory relationship between the worker and workplace are encouraged. They stress that retention and attraction strategies to retain employees which include provisions with regard to family-friendly policies/initiatives such as flexible working hours, alternative work arrangement, maternity leave policies, employee assistance programmes, dependent care policies, work sharing, part time work, enhanced job mobility, training and development support, health and safety programs and other employee support programs are indispensable for achieving a right equilibrium between work and life. In addition, they contend that friendly policies that reduce conflict between job and personal life are likely to affect not only employees physical but also a high level of social, psychological and spiritual well- being. According to them, employees with a high level of psychological well-being are better, more committed, and more productive than employees with a low level of psychological well-being. Peter and Johnson (2007) assert that organizations with friendly work-life strategies will definitely achieve harmony, job satisfaction and positive employee attitude towards the organization and this will lead to employee’s commitment, high morale, good corporate image, innovative capacity, and environmental friendliness which will further result to higher productivity and better performance.
1.2 Statement of the Problem
Despite the popularity of work-life conflict as a topic of academics and practitioners, and the mounting prevalence of work-life conflict in organizations, work-life conflict still remains an important issue in human resource management. The concept of work-life balance has acquired substantial consideration and been practiced as a campaign by several organizations including hospitals. Though the notion has recorded significant attention by managers, consultants and from employers in Nigeria, still the status of work-life balance initiatives in Nigerian hospitals is worrisome as employers are not committed towards it, though there are various statuary laws which provide some relief to healthcare employees.
The issue of work-life balance is very significant for healthcare organizations to focus on, the reason being that, the most crucial challenges related to work in healthcare is exceedingly high level of employee stress, burnout and turnover which is basically connected to the frontline employees of the industry. In order to address all these problems, most hospitals
have taken a one-sided “systems” approach to their work-life efforts. Their focus has been on adopting organization policies, benefits, and procedures to solve the work-life balance problem. Although helpful, the systems approach overlooks a critical fact: At its core, work- life balance is more an individual issue that affects the organization than it is an organizational issue that affects the individual. The major issue that hinders effective performance of healthcare workers is that work-life balance initiatives like, leave entitlement, employee assistance programmes, alternative work arrangements, dependent care services, welfare policy, and many others are not adhered to by the management of these hospitals Besides, hospitals management are still unaware of the economic implications of not striking equilibrium between work and personal life. They often do not recognize that unbalanced work-family life caused by increased work demands leads to higher levels of stress and stress caused by higher demands from work results in family-work conflicts which impacts negative not only on the wellbeing of workers but also on their families. On the other hand, achieving better balance in life may be a priority and desire of an employee; still, it’s not his or her sole responsibility. Unfortunately, over time, these have constituted challenges to employees’ performance, retention, and the overall actualization of Nigeria health sector ideals.
This study becomes necessary, therefore, as any strategy adopted by an organization that fails to realize that achieving a right equilibrium between work–life and personal life is problematic but an avoidable necessity for all workers, particularly working parents.Incidentally most reported researches in this area are foreign based with paucity of empirical studies on Nigerian setting, particularly in South-East Nigerian health institutions. From the fore going the work sought to unveil the effect of work- life balance on performance of selected federal and states health institutions in South-East, Nigeria.
1.3 Objectives of the Study
The general objective of this study is to examine the effect of work- life balance on performance of selected federal and state health institutions in South-East, Nigeria. The Specific objectives of the study sought to:
i. ascertain the extent to which employee assistance programme affect employee commitmentin selected federal and state health institutions, South-East, Nigeria
ii. assess the nature of relationship between leave policies and job satisfaction in selected federal and state healthinstitutions, South-East, Nigeria
iii. assess the nature of relationship between alternative work arrangements and productivity in selected federal and state health institutions, South-East, Nigeria
iv. explore the effect of dependent care policies on employee turnover in selected federal and state health institutions, South-East, Nigeria
v. highlight the extent to which managerial support affect goal attainment in selected federal and state health institutions, South-East, Nigeria
1.4Research Questions
i. To what extent doesemployee assistance programme affect employee commitmentinselectedfederal and state health institutions, South-East, Nigeria?
ii. What is the nature of relationship between leave policies and job satisfaction in selected federal and state health institutions, South-East, Nigeria?
iii. What is the nature of relationship between alternative work arrangement and productivity in selected federal and state health institutions, South-East, Nigeria?
iv. What is the effect of dependent care policies on employee turnoverin selected federal and state health institutions, South-East, Nigeria?
v. To what extent does managerial support affect goal attainment in selected federal health and state institutions, South-East, Nigeria?
1.5 Research Hypotheses
Based on the highlighted research objectives and research questions, the following research hypotheses were formulated to effectively guide and direct this study.
i. Employee assistance programmesignificantly affects employee commitment in selected federal and state health institutions, South-East, Nigeria.
ii. Annual leave, maternity leave and sick leave have a positive relationship with job satisfaction in selected federal and state health institutions, South-East, Nigeria.
iii. Compress work weeks, telecommuting, flexi time, and job sharing have a positive relationship with productivity in selected federal and state health institutions, South- East, Nigeria.
iv. Dependent care policies positively affect employee turnover intention in selected federal health and state institutions, South-East, Nigeria.
v. Managerial supports positively affect goal attainment in selected federal and state health institutions, south-East, Nigeria.
1.6 Significance of the Study
This study is of great importance to the following:
Researchers and students of human resources management who need theoretical framework and empirical data on effect of work- life balance on performance of federal and State health institutions will benefit from the study. Also, the study will assist the management of federal and state health institutions in South-East, Nigeria and the entire country to develop work organizations and working cultures in a direction that willstrike a balance between work and personal lifeand, in doing so, promote a positive social climate and smooth operation that will enhance employees’ performance, retention and the overall actualization of Nigeria health sector. Besides, the work will serve as reference material for Nigeria health sector to make laws regarding effective formation and implementation of work-life balance policies and practices.
1.7 Scope of the Study
Thegeographical scope of the study coveredfive federal health institutions and five state hospitals in South-East, Nigeria: University of Nigeria Teaching Hospital, Enugu, Federal Medical Center, Owerri; Nnamdi Azikwe Teaching Hospital, Nnewi; Federal Teaching Hospital, Abakaliki and Federal Medical Center, Umuahia. The state health institutions are Abia State University Teaching Hospital, Aba; Odumegwu-Ojukwu University Teaching Hospital, Akwa; Ebonyi State University Teaching Hospital, Abakaliki; Enugu State University Teaching Hospital, Enugu and Imo State University Teaching Hospital, Orlu. The choice of selected hospitals was done using convenient non-probability random sampling.Thus, the focus of this study will be onwork- life balance as it affects performance inselected federal and state hospitals in South-East, Nigeria. To facilitate a sound grasp of the subject matter within the thought framework of the objectives of the study and research questions, the subject scope will cover:concept of work-life balance, employee assistance programme, leave policies, alternative work arrangement, dependent care policies, managerial support, work-place culture and productivity, work-life balance and employee performance.
1.8 Operational Definitions of Terms
For the purpose of clarification and understanding of this study, some concepts require operational definition as used in this research work.
Work-life balance:Work-life balance means a state of equilibrium in which one’s work roles and family responsibilities are or near equal. It’s also seen as satisfaction and good functioning at home and at work with minimum conflict.
Work-Family Conflict: Work-family conflict is a state in which incompatible demands between the work and family roles of an individual makes participation in both roles more difficult.
Role Overload: This results when role expectation of an individual is greater than his ability and motivation to perform the task.
Role Interference: It occurs when conflicting demands arising from multiple roles makes it very difficult for one to participate in either role.
Performance: This is the actual output or results measured against intended outputs (goals and objectives)
Job Performance: Job Performance is the act of doing or carrying out a given task within the institution successfully and within stipulated time aimed at meeting with set targets.
Employee Assistance Programme (EAP): It is a workplace programme that addresses the psychological or socialproblems of the employees.
Alternate Work Arrangements (AWA): These are programmes, different from the
organisational policies and procedures that are designed to save cost and accommodate the needs of the employee and organization.
Dependent Care Policies: These are policies that allow the employee to be at rest in the workplace while not be distracted by concerns about dependents.
Job Sharing. Job sharingis employment arrangements were by two or more employees are retained on either part time or reduced basis to perform the task of a full time employee. Leave Polices. These are organizational and governmental procedures and guidelines which govern the process and time frame for time taken off work by an employee without consequences.
1.9 Profile of Selected Health Institutions
University of Nigeria Teaching Hospital, Enugu
University of Nigeria Teaching Hospital (UNTH) began early in the 20th century as a standard general hospital for African built by the colonial administrators. It later metamorphosed into a general hospital on the attainment of Nigeria’s independence in the
1960s. However, at the end of the Nigeria civil war in 1970, the then government of East
Central State transformed it into a specialist hospital with effect from July 1, 1970. At this
time, the hospital had a total of 50 doctors, 10 wards of 300 beds and a chest bay of 60 beds. There were also 350 nurses working in the hospital.
By decree 23 of 1974, the federal military government took over the hospital but left the management in the hands of the council of the University of Nigeria, Nsukka. The University of Nigeria Hospital became independent in July 1976 with the appointment of an autonomous management board.
Objectives and Functions of UNTH, Enugu
a) Objective: University of Nigeria Teaching Hospital Enugu has broad objectives of service teaching and research.
b) Functions: The hospital aims to achieve the objective above through the following functions.
1. Provision of in- patient and out- patient services to its clients through the highly trained staff.
2. Provision of adequate clinical materials for service and training as Well for equipment for research.
3. Provision of teaching facilities for the training of medical students, resident doctors,- student nurses, pupil pharmacist, laboratory technology students, physiotherapist and radiographers, as well as other persons in the health delivery team.
4. Conduct and promotion of research on all matters pertaining to health.
Levels of Management
The management board of the UNTH is the highest decision and policy making body of the hospital. The Chief Medical Director/Chief Executive, the Chairman, Medical Administration constitutes the top management in the day to day running of the hospital while the heads of department and consultants constitute the middle management.
Departments
Altogether, there are 41 main departments on the present site of the hospital, with three outposts’ comprehensive health centres at Obukpa, near Nsukka, Enugu State, Abagana Njikoka Local Government Area of Anambra and Isuochi in Abia state.
Present Bed Complement
The present bed complement of the hospital is 702 while the average daily number of beds occupied by patients is 509.
Training Schools
The hospital has 7 training schools/programmes in all. These are:
• Nursing
• Midwifery
• Medical Laboratory Technology Nursing Anaesthetists.
• Community Health
• Post Basic Ophthalmic Nursing
• Pen Operative Nursing
Above is in addition to its commitment to the training of medical students in the college of medicine. It also runs post graduate professional courses in various fields of medicine.
Federal Medical Center, Owerri
In Nigeria, primary health care is to be provided by local governments, secondary health care by state governments and tertiary health care by the federal government. In operationalising this policy, the federal government decided to establish at least one tertiary health institution in each State of the Nigerian Federation. Federal Medical Centres (FMCs), were established nationwide in states that do not have Federal University Teaching Hospitals present. The exception to this rule is Lagos State, which has one such centre in addition to a Teaching Hospital. Federal Medical Centre Owerri is a government owned Federal Medical Centre in Owerri Municipal local government area of Imo State, Nigeria. Federal Medical Centre, Owerri is located at hospital road, Owerri, Imo State.
Federal Teaching Hospital Abakaliki
The former Federal Medical Centre Abakaliki now Federal Teaching Hospital, Abakaliki was established in the 1930s by the then colonial administration to serve as a casualty control post for soldiers wounded in the Cameroon theatre of the 2nd world war. It subsequently became the Abakaliki General Hospital, administered successively by the then Eastern Regional Government, the then East Central, Anambra, Enugu and finally Ebonyi States Governments.
By 1973, the Hospital had a full complement of Consultant Staff and was approved for training of House Officers. Subsequently, the facilities deteriorated and the progressive loss
of Consultant Staff as the East Central State was split into many States impacted adversely on-the hospital services. Thus, accreditation for training of House Officers lapsed and services deteriorated to such an extent that the Hospital almost became moribund.
Following the agreement between the Federal government of Nigeria and the Enugu State Government, the General Hospital, Abakaliki was taken over by the Federal Ministry of Health as a Federal Medical Centre on March 1, 1990 with Dr. Ekuma Orji Uzor as the pioneer Medical Director.
With the takeover, the Hospital made tremendous progress, and assumed all the responsibilities of being a Federal Health Institution. Dilapidated facilities were rehabilitated in 1999, broken equipmentwas repaired and modern equipment acquired. Two additional modern theatres were constructed and a modern neo-natal Unit commissioned. An ultramodern Casualty and Children’s Emergency Unit and a Resident’s Hall Complex were put in place as well as an Intensive Therapy Unit. In 2007 Dr. Paul Olisaemeka Ezeonu, the erstwhile Head of Clinical services in the Medical Centre took up the mantle of leadership as the Chief Medical Director.
The Hospital now has Consultants in most Clinical Department and has been able to reactivate wards that were dormant. Ebonyi State University Teaching Hospital was earlier established as a Specialist Hospital, Abakaliki, in the early 1980s. in 1996, following the creation of Ebonyi State and the take-off of the State University, the Specialist Hospital was converted to a Teaching Hospital to serve Ebonyi State University.
On 7th December, 2011, President Goodluck Jonathan in fulfillment of his election promise to Ebonyi people upgraded the Federal Medical Centre to a Federal Teaching Hospital and directed that Ebonyi State University Teaching Hospital be absorbed into the new mega Teaching Hospitals. The handover process was completed on 23rd December 2011 including the absorption of the staff of the defunct EBSUTH.The new Federal Teaching Hospital is indeed mega with retinue of Consultants in various specialties, 604 bed capacity distributed in various departments and a capacity for 250 House Officers. This foremost Health Institution which is one of its kinds east of the Niger is continually improving in strength, structure and facility and has the establishment of a School of Nursing and Midwifery on its radar. The hospital complex of the School of Nursing and Midwifery is billed to accommodate a total of 360 nurses. The new hospital complex is designed as a one stop complex to accommodate various units and departments such as children’s emergency units
and wards, Obstetrics and Gynaecology (O&G) wards and units, administration department, consulting rooms and about sixty wards among others.
New structures constructed include resident Doctors and House Officers’ quarters comprising several units of self-contained accommodations, medical records blocks, laboratories, dental clinics and several other facilities with modem ancillary amenities to complement the structures. Other on-going infrastructure developments at the NEW FETHA arena included the ultra-modem auditorium with five thousand sitting capacity, a lecture hail to accommodate two-hundred comfortably seated persons, a library and E-library structure and an ultra-modem theatre.
According to the Architect handling the project Mr. Eric Adama, part of the on-going construction include reclamation of some parts of the area to control the ecological challenges being experience at the site.
Mission
To provide quality, accessible and affordable healthcare services; and effective training and research
Vision
To be a resource centre of excellence; offering value-based, patient-centred, innovative health and academic services that reflect global best practices
Hospital Policies Serenity
Majority of hospital premises is meant to be quiet to avoid distraction and disturbing patients, all sorts of medium for noise should be cautioned like car horns and loud discussions.
Cellular Phones
The use of cell phones in medical area where patients are treated with medical equipment is very dangerous because of the risk of inference or disruptions of the equipment performance there should be areas for telephone calls and use of other devices.
Privacy
Federal teaching hospital is committed in protecting your medical information, in regards with our effort to avoid your record disclosure we wish that you contribute in helping us fulfill our promises.
Patient Rights
Patients have the right to express concerns or complaints about their care with the assurance that the quality of their care or future access to care will not be compromised. You also have the right to expect a reasonable and timely response to your concerns.We encourage you to address your concerns immediately to staff or managers of the specific department at the time of service so we can respond quickly to any concerns.
Nnamdi Azikiwe University Teaching Hospital (NAUTH)
The hospital started as a community hospital Nnewi, which later became a Government General Hospital in 1990. The General Hospital was upgraded to Anambra State University of Technology Teaching Hospital (ASUTECH) to offer clinical facility for the training of student of Health sciences and technology. Its name was changed later to Nnamdi Azikiwe University Teaching Hospital (NAUTH), which was taken over by the Federal Government in 1992. The school of Nursing is one of the training school envisaged to cater for health manpower development for the nation in line with the Federal Government objective for setting up Tertiary Health Institutions.
The School of Nursing was officially established in October 2000. However, the preliminary preparation for its set up started in April same year. By July 28th 2000, the school was officially commissioned by then Honorable Minister of Health, Dr. Tim Menakaya. The first batch of student started their normal lectures on October 2000 after the recruitment of school
staff. The hospital had about 355 bed multi annex complex providing both specialized and comprehensive medical care services in six Local Government Areas of Anambra State. It also vigorously engaged in vital functions of training and research.
Federal Medical Centre, Umuahia
The Federal Medical Centre, Umuahia came into existence in November 1991. It metamorphosed from the queen Elizabeth Hospital which was commissioned on March 24,
1956 by Sir Clement Pleas representing Queen Elizabeth the second of England. It started as a joint mission hospital administered by the Methodist, Anglican and Presbyterian churches. Before its takeover by the Federal Government, it had first been taken over from the missions by the then Imo State Government under the then Military Governor-Navy Captain Godwin Ndubuisi Kanu (now A retired rear Admiral). It was renamed Ramat Specialist Hospital in honour of the late slain Head of State, General Murtala Ramat Mohammed. During the first republic under the administration of late Chief Sam Mbakwe, Governor of the old Imo state,
it reverted to its original name — Queen Elizabeth Hospital. It thus became the Federal Medical Centre (FMC), Umuahia on its takeover in November 1991. It is the first FMC to be so recognized.
Geographical Location
The hospital covers an area 77 acres of land bounded on the south by the Nigerian prisons, Umuahia; east by Ndume Ibeku; North by Umuahia urban and west by Afara clan.
Mission Statement
“As the foremost Federal Medical Centre we will provide specialized and comprehensive health care services to our clients using modern equipment, research and training through highly motivated manpower operating in a friendly and conducive environment that captures our antecedent as a mission hospital.”
Vision of F.M.C. Umuahia
By 2015, we will improve the quality of existing services; increase our level of research and the scope and depth of training and teaching. We will develop new functional areas; Renal Centre, Endoscopy Centre, Centre for In Vitro Fertilization, Mammography Centre, Dermatology Unit, Oncology Unit,. Endocrinology Unit, Respiratory Medicine Unit and Palliative Care Unit. We will achieve Full Accreditation in Internal Medicine, Pediatrics, Family Medicine, Public Health, Ophthalmology, and Anaesthesiology. Human Resources Development to support our growth and needs will be accorded priority. We will develop facilities to support the above units and as well as attract medical tourism. We will be alive to our social responsibility as a tertiary hospital.
Motto of the Hospital
Their motto is “Serving Beyond Expectation”
Number of Wards and Capacity
Ward 1 Crowther Male Orthopaedics 30 Beds Ward 2 Batley Female Surgical l 20 Beds Ward 3 New Surgical Male Surgical 10 Beds Ward 4 Eye Ophthalmology 6 Beds Ward 5 Ludlow Gynaecology 20 Beds Ward 6 Obioma Labour Maternity (Booked) 6 Beds
Ward 7 Obioma Lying-In Maternity (Booked) 20 Beds Ward 8 Nkasiobi Maternity (Unbooked) 36 Beds Ward 9 Okpara Paediatrics (Combined) Psychiatry 20 Beds Ward 10 Female Medical Ward 20 Beds Ward 11 Male Medical 18 Beds Ward 12 Mental Health Psychiatry 5 Beds Ward 13 Kirk Tb + Infectious Disease 20 Beds Ward 14 New Born Special Care Neonatology 20 Beds
Their hospital, though a 247 bedded hospital is often overstretched to admit up to or more than 300 patients.
Awards
The hospital has won the 2nd prizes at the SERVICOM hospital evaluation in Health zone II
in 1999 by the Federal Ministry of Health and UNICEF.
Special Projects
Other giant achievements of Federal Medical Centre, Umuahia include the Centre designated as a Centre of Excellence in Oncology and Communicable diseases in 2004.
Outreach Centres
The hospital has in obedience to the recent directives of the Ministry of Health adopted 2
Health Centres for partnership aimed at improving quality of care in the rural areas with a view to improving the MDGs. They are:
– Primary Health Centre in Isukwe, Ubakala, Umuahia South L.G.A.
– Comprehensive Health Centre, Umuigu, Ikwuano L.G.A. all in Abia State.
Nnamdi Azikiwe University Teaching Hospital NAUTH
The hospital started as a community hospital Nnewi, which later became a Government General Hospital in 1990. The General Hospital was upgraded to Anambra State University of Technology Teaching Hospital (ASUTECH) to offer clinical facility for the training of student of Health sciences and technology. Its name was changed later to Nnamdi Azikiwe University Teaching Hospital (NAUTH), which was taken over by the Federal Government in 1992. The school of Nursing is one of the training school envisaged to cater for health manpower development for the nation in line with the Federal Government objective for
setting up Tertiary Health Institutions.The School of Nursing was officially established in October 2000. However, the preliminary preparation for its set up started in April same year. By July 28th 2000, the school was officially commissioned by then Honourable Minister of Health, Dr. Tim Menakaya. The first batch of student started their normal lectures on October
2000 after the recruitment of school staff. The hospital had about 355 bed multi annex complex providing both specialized and comprehensive medical care services in six Local Government Areas of Anambra State. It is also vigorously engaged in vital functions of training and research.
This material content is developed to serve as a GUIDE for students to conduct academic research
EFFECT OF WORK-LIFE BALANCE ON PERFORMANCE OF SELECTED FEDERAL AND STATE HEALTH INSTITUTIONS IN SOUTH -EAST NIGERIA
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