Madiwala Gamage Don, Sumiri Samadi (2024) Human Resource Management challenges and response strategies in Sri Lankan hospitals amidst a dual crisis context. PhD thesis, Victoria University.

Abstract

The recent global pandemic has wreaked social, political, and economic havoc worldwide. In particular, the health care (HC) sectors across the globe were vastly disrupted. In Sri Lanka, the impact of the pandemic was compounded by an economic recession which, to date, still plagues the country. This dual crisis has hit the country’s HC sector harder than any other sector. The purpose of this study is to draw upon contextually based human resource management (HRM), HRM process, organisational justice, and crisis management (CM) literature to explain the HRM challenges imposed and how, in response to these crises, HRM policy and practices in hospitals change, at intended, implemented and employee perceived levels. The HRM preparedness is explored. Further, the study examined whether the HRM changes have been absorbed into routine HRM. Taking a qualitative approach, a multiple case study design was employed across four hospitals with varying characteristics. Eighty three semi-structured interviews were conducted with hospital managers and employees, reflecting a broader representation of the healthcare worker (HCW) population. Data analyses included thematic analysis assisted with NVivo. This thesis makes a distinctive theoretical contribution to the HRM field, by aligning HRM and CM perspectives to construct a framework for HRM delivery in crisis contexts. The framework links the HRM response in crisis contexts to implementation practices and outcomes of wellbeing of HCWs and quality of care. Importantly, the study examined the Crisis induced Human Resource Practices (CIHRP), through the lens of employee perceptions of fairness. Further it adds to the literature, addressing context based - empirical findings from a developing country, navigating a dual crisis. The findings will be useful to HRM practitioners, designing policy to withstand future HRM crises in local hospitals.

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