Human resource mangemnet: recruitment, selection and retention of public healthcare specialist in selected hospitals in KwaZulu-Natal.

Doctoral Degree. University of KwaZulu-Natal, DurbanThis study focuses on the recruitment, selection and retention within the context of human resource management (HRM) in the South African Public Service focusing on the Ngwelezane Regional Hospital, the Lower Umfolozi War Memorial Regional Hospital/Queen Nandi Regional Hospital and the Stanger Regional Hospital. The development of HRM post-1994 in South Africa was highlighted by explaining the statutory and regulatory context that support the implementation of human resource (HR) practice. The introduction of the White Paper on HRM in the Public Service (WPHRMPS) (1997) outlined the need for a change in HRM. The need for change contained the transformation agenda which compelled a transition from Personnel Management (PM) to HRM. The main aim of this study was to determine the factors that influence the recruitment, selection and retention of public healthcare specialists in the selected hospitals. To realise the aim of this study, a conceptual and theoretical framework that influences this HR activity was adopted. A mixed methods research (qualitative and quantitative) was used to addressing the study’s research questions, expanding and strengthening the study’s conclusions and recommendations, consequently contributing to the body of knowledge. Applying a simple random sampling method enabled the study to secure a sample size of 119 (79.3%) for quantitative research. From this figure, five (5) participants were selected through purposive sampling to complete the qualitative instruments. Quantitative data was analysed using IBM SPSS Statistics (2015) and one-way analysis of the variance (ANOVA) method was used. Qualitative data was analysed using thematic analysis process to identify the connection between the variables associated with the research aims. Data analysis involved the coding process (themes and concepts). The findings of the study reveal that these hospitals used traditional bureaucratic processes and procedures when conducting recruitment, selection and retention, thereby overlooking an array of legislation governing this HR practice as well as international best practice models. Based on the findings of this study, the development of a model and checklist to assist the hospitals to attract, recruit, select and retain public healthcare specialists, was deemed essential. The study concludes with recommendations for further research into recruitment, selection and retention of public healthcare specialists