2nd Edition of Public Health World Conference (PHWC) 2026

Abstract

Health system performance and resilience are fundamentally shaped by the capacity, motivation, and governance of the health workforce. This study examines the human resource development climate (HRDC) in public hospitals in Ondo State, Nigeria, with a focus on how organisational and leadership practices are perceived by two pivotal professional groups—nurses and doctors. HRDC was assessed across six dimensions central to effective workforce governance: top management commitment to human resource development, employee development, autonomy, openness and authenticity, rewards, performance and potential appraisal systems, and superior–subordinate relationships, including trust, collaboration, and team spirit.

A cross-sectional survey was conducted among 611 health professionals (524 nurses and 87 doctors). Descriptive statistics and Welch’s t-tests were employed to compare group perceptions while accounting for unequal sample sizes. The results demonstrate that nurses report significantly more positive perceptions of the HRDC than doctors across most dimensions, particularly in employee development, rewards, appraisal systems, and superior–subordinate relationships characterised by trust and collaboration. Differences in perceptions of top management commitment and autonomy, openness, and authenticity were smaller but reflected the same overall pattern.

These findings highlight the structural and relational dynamics within hospital systems that shape the professional experiences of leadership, communication, and human resource practices. The differentiated perceptions observed reflect the distinct roles, hierarchies, and managerial interfaces of nurses and doctors, with important implications for workforce engagement, retention, and performance.

From a health systems perspective, the study highlights the importance of profession-sensitive human resource development strategies as a component of strengthening health systems. Leadership approaches, appraisal mechanisms, and communication practices that recognise and address intra-professional differences may reduce burnout, improve job satisfaction, and enhance collaborative practice. By situating HRDC within the broader agenda of workforce governance and system resilience, this study contributes evidence relevant to policymakers and health system leaders seeking sustainable improvements in service delivery in low- and middle-income settings.