Background
Methods
Results
SN | Number | Percent | |
---|---|---|---|
Gender of participants | |||
Gender | |||
1 | Male | 62 | 41.3 |
2 | Female | 88 | 58.7 |
Total |
150
|
100
| |
Age of respondents | |||
Ages | |||
1 | 25–29 | 26 | 17.7 |
2 | 30–34 | 68 | 46.3 |
3 | 35–39 | 28 | 19.0 |
4 | ≥40 | 25 | 17.0 |
Total |
147
|
100
| |
Marital status of participants | |||
Marital status | |||
1 | Married | 86 | 57.3 |
2 | Single | 61 | 40.7 |
3 | Widow | 3 | 2.0 |
Total |
150
|
100
| |
Religion of practice of participants | |||
Religion | |||
1 | None | 4 | 2.7 |
2 | Christianity | 90 | 60.8 |
3 | Islam | 54 | 36.5 |
Total |
148
|
100
| |
Monthly income of participants | |||
Monthly income | |||
1 | 10 000–49 000 | 21 | 14.19 |
2 | 50 000–89 000 | 21 | 14.19 |
3 | 90 000–129 000 | 33 | 22.30 |
4 | 130 000–169 000 | 26 | 17.57 |
5 | 170 000–199 000 | 22 | 14.86 |
6 | >199 000 | 25 | 16.89 |
Total |
148
|
100
| |
Academic qualification of respondents | |||
Highest academic qualification | |||
1 | First school leaving certificate | 1 | 0.7 |
2 | SSCE/WAEC | 2 | 1.3 |
3 | Certificates/diploma | 28 | 18.7 |
4 | Bachelors | 106 | 70.7 |
5 | Masters and above | 13 | 8.7 |
Total |
150
|
100
|
SN | Number | Percent | ||
---|---|---|---|---|
Number of years in public health system | ||||
Years in service | ||||
1 | <5 | 85 | 56.67 | |
2 | 5–9 | 40 | 26.67 | |
3 | 10–14 | 14 | 9.33 | |
4 | 15–19 | 9 | 6.00 | |
5 | 20–24 | 1 | 0.67 | |
6 | >24 | 1 | 0.67 | |
Total |
150
|
100.01
| ||
Current place of employment of respondents | ||||
Current place of employment | ||||
1 | Public service | 105 | 70.0 | |
2 | Private | 45 | 30.0 | |
Total |
150
|
100
| ||
Current title in place of employment | ||||
Title of respondents | ||||
1 | Doctors | 31 | 20.7 | |
2 | Nurses | 26 | 17.3 | |
3 | Pharmacist | 26 | 17.3 | |
4 | Lab scientist | 23 | 15.3 | |
5 | Admin officer | 20 | 13.3 | |
6 | Community ext. worker | 17 | 11.3 | |
7 | Physiotherapist | 4 | 2.7 | |
8 | Radiographer | 2 | 1.3 | |
9 | Optician | 1 | 0.7 | |
Total |
150
|
100
| ||
Respondent who think Nigeria healthcare system is understaffed | ||||
Nigeria understaffed | ||||
1 | Yes | 115 | 76.67 | |
2 | No | 10 | 6.67 | |
3 | Undecided | 25 | 16.67 | |
Total |
150
|
100.01
| ||
Satisfaction with current earning | ||||
Satisfied | ||||
Yes | 110 | 73.3 | ||
Undecided | 21 | 14.0 | ||
No | 19 | 12.7 | ||
Total |
150
|
100
| ||
Satisfaction with working conditions | ||||
Satisfied | ||||
1 | Yes | 110 | 73.3 | |
2 | No | 19 | 12.7 | |
3 | Undecided | 21 | 14 | |
Total |
150
|
100
| ||
Problems/difficulties faced in respondents’ places of work | ||||
Problems | ||||
1 | Manpower shortage | 69 | 46.0 | |
2 | Poor infrastructure | 54 | 36.0 | |
3 | Lack of incentives | 34 | 22.7 | |
4 | Stagnation | 16 | 10.7 | |
5 | Lack of professional development | 13 | 8.7 |
SN | Number | Percent | |
---|---|---|---|
Support of strike by health workers | |||
Support for strike | |||
1 | Yes | 65 | 43.6 |
2 | No | 56 | 37.6 |
3 | Undecided | 28 | 18.8 |
Total |
149
|
100
| |
Suggested common causes of strikes in Nigeria (participants free to name more than one) | |||
Common causes of strike | |||
1 | Leadership/management | 138 | 92.0 |
2 | Demand for higher salaries and wages | 123 | 82.0 |
3 | Infrastructure | 95 | 63.3 |
4 | Inter-personal issue | 92 | 61.3 |
5 | Funding | 68 | 45.3 |
6 | Inadequate workers | 67 | 44.7 |
7 | Inadequate tools | 44 | 29.3 |
8 | Inadequate training | 13 | 8.7 |
9 | Disagreement on some issues | 12 | 8.0 |
10 | Politics | 6 | 4.0 |
11 | Patient load | 2 | 1.3 |
12 | Mass sack | 2 | 1.3 |
13 | Others | 1 | 0.7 |
Most common causes of strikes in Nigeria | |||
Most important causes | |||
1 | Leadership/management | 65 | 43.3 |
2 | Inter-professional issues | 33 | 22.0 |
3 | Demand for higher salaries/wages | 26 | 17.3 |
4 | Funding | 17 | 11.3 |
5 | Inadequate tools | 1 | 0.7 |
6 | Disagreement on some issues | 1 | 0.7 |
7 | Infrastructure | 1 | 0.7 |
8 | No response | 6 | 4.0 |
Total |
150
|
100.0
| |
Common implication of strikes in the health sector | |||
Implications | |||
1 | Disruption of healthcare | 145 | 96.7 |
2 | High referral to private hospitals | 99 | 66.0 |
3 | Patients loss to follow-up | 84 | 56.0 |
4 | High private hospital cost | 26 | 17.3 |
5 | Mismanagement by quacks | 26 | 17.3 |
Suggested solution to recurrent strikes in health industry | |||
Suggested solutions | |||
1 | Strengthen health system | 124 | 82.7 |
2 | Motivate health workers financially and professionally | 74 | 50.7 |
3 | Carry workers along in decision making | 65 | 43.3 |
Causes of strikes
Implications of strikes
Suggested solutions
SN | Number | Percent | |
---|---|---|---|
Changes they would want to see | |||
Changes | |||
1 | Leadership/management | 133 | 88.7 |
2 | Salaries of workers | 102 | 68.0 |
3 | Financial management | 92 | 61.3 |
4 | Infrastructure | 72 | 48.0 |
5 | Work packages | 17 | 11.3 |
6 | Promotion guidelines | 12 | 8.0 |
7 | Guidelines | 7 | 4.7 |
8 | Ownership of facility | 2 | 1.3 |
Most important changes they will like to see | |||
Most important changes | |||
1 | Leadership/management | 97 | 64.7 |
2 | Financial management | 20 | 13.3 |
3 | Salary of workers | 17 | 11.3 |
4 | Infrastructure | 7 | 4.7 |
5 | Work place | 1 | 0.7 |
6 | Guidelines | 1 | 0.7 |
7 | Available and affordable system for all | 1 | 0.7 |
SN | Number | Percent | |
---|---|---|---|
Rating of hospital leadership/management | |||
Rating | |||
1 | Excellent | 3 | 2.0 |
2 | Very good | 36 | 24.0 |
3 | Good | 101 | 67.3 |
4 | Average | 10 | 6.7 |
Total |
150
|
100
| |
How can health leadership be improved | |||
Improvement method | |||
1 | Periodic evaluation | 129 | 86.0 |
2 | More training | 126 | 84.0 |
3 | In-service management/leadership training | 123 | 82.0 |
4 | Open to all health workers | 39 | 26.0 |
5 | Pre-service courses | 14 | 9.3 |
Most Important of all the improvement methods | |||
Most important improvement method | |||
1 | Periodic evaluation | 74 | 49.3 |
2 | More trainings | 32 | 21.3 |
3 | In-service management/leadership training | 28 | 18.7 |
4 | Open to all health workers | 8 | 5.3 |
5 | No comments | 8 | 5.3 |
Who should be the head of the hospital | |||
Who should be the head | |||
Doctors | 82 | 54.67 | |
Any professional | 40 | 26.67 | |
Health administrator | 28 | 18.67 | |
Total |
150
|
100
|
SN | Number | Percent | |
---|---|---|---|
Knowledge for the reason for present strike | |||
Knowledge of the reason for the present strike | |||
Yes | 117 | 78.5 | |
No | 20 | 13.4 | |
I do not know | 12 | 8.1 | |
Total |
149
|
100
| |
Agreement with the reason for the strike | |||
Agreed | |||
1 | Yes | 67 | 45.0 |
2 | No | 54 | 36.2 |
3 | Undecided | 28 | 18.8 |
Total |
149
|
100
| |
Do you think the strike will yield desired outcome? | |||
Will yield desired outcome | |||
Yes | 68 | 45.3 | |
No | 6 | 4.0 | |
Uncertain | 76 | 50.7 | |
Total |
150
|
100
| |
Are union activist beneficial to the overall objective? | |||
Union activist beneficial | |||
Yes | 143 | 95.3 | |
No | 4 | 2.7 | |
Undecided | 3 | 2.0 | |
Total |
150
|
100
| |
Can you boycott the strike for the sake of patients? | |||
Can boycott strike | |||
Yes | 69 | 46.3 | |
Undecided | 52 | 34.9 | |
No | 28 | 18.8 | |
Total |
150
|
100
| |
Collective bargaining useful in dispute | |||
Collective bargaining | |||
Yes | 150 | 100 | |
Undecided | 0 | 0 | |
No | 0 | 0 | |
Total |
150
|
100
|
Gender | Total | |||
Male | Female | |||
Support for strike | Yes | 25 | 40 | 65 |
No | 37 | 47 | 84 | |
Total | 62 | 87 | 149 | |
X2 0.471, P value 0.493 | ||||
Hospital leadership rating | Performing to standard | 13 | 26 | 39 |
Not performing to standard | 49 | 62 | 111 | |
Total | 62 | 88 | 150 | |
X2 1.391, P value 0.238 | ||||
Age | ||||
<40 | ≥40 | |||
Support for strike | Yes | 54 | 10 | 64 |
No | 67 | 15 | 82 | |
Total | 121 | 25 | 146 | |
X2 0.180, P-value 0.671 | ||||
Hospital leadership rating | Performing to standard | 29 | 9 | 38 |
Not performing to standard | 93 | 16 | 109 | |
Total | 122 | 25 | 147 | |
X2 1.619, P value 0.203 | ||||
Education | ||||
Graduate | Non-graduate | |||
Support for strike | Yes | 54 | 11 | 65 |
No | 65 | 19 | 84 | |
Total | 119 | 30 | 149 | |
X2 0.739, P value 0.390 | ||||
Hospital leadership rating | Performing to standard | 33 | 6 | 39 |
Not performing to standard | 86 | 25 | 111 | |
Total | 119 | 31 | 150 | |
X2 0.897, P value 0.344 |