Perceptions and Preferences of Succession Planning and Management Practices in the Sierra Leone Health Sector: A Cross-Sectional Survey

Yıl 2025, Cilt: 7 Sayı: 2 , 77 - 97 , 31.12.2025

Alhassan Fouard Kanu

https://doi.org/10.52675/jhesp.1758985

https://izlik.org/JA32FG93CR

Öz

Introduction: Ensuring continuity of both public and private health care organizations requires effective succession planning and management (SPM) systems in place. However, public sector performance in the area of corporate succession planning lags behind compared to the private sector because of several reasons. This study therefore sought to explore perception and preferences of SPM practices among civil servants in the Sierra Leone public health sector. Methods: This was a cross-sectional study design with quantitative data collection methods, using a semi-structured online questionnaire. The study population is middle and senior management personnel of the Ministry of Health (MoH). A total of 1,264 were surveyed, and the overall response rate was 32% (n=402). SPSS version 25 was used for the data analysis. Results: The study established that the perceptions of middle-and senior management in relation to succession planning practices are universally negative. Across the seven (7) SPM practices considered in this study, participants perceived the current SPM efforts in MoH as lacking or insufficient. With the exception of talent management process which was found to be statistically different with length of service of participants [F (5,396) = 2.21, p = .053)], all other independent variables showed no statistical relationship with the participants’ perceptions on SPM practices. Overall, participants’ differences in terms of gender, professional cadre, occupational role, grade and length of service do not significantly influence their perceptions on the current status of SPM practices in MoH. On the preferred SPM practices in MoH, overall, middle and senior management staffs consider internal leadership grooming and restructuring of MoH as suitable for effective succession planning in the health sector. Conclusion: Generally, it can be concluded that SPM practices in MoH are perceived by middle and senior management as lacking or inadequately implemented. The study recommends that Human Resources Management Office (HRMO) and together with the Health Service Commission (HSC) to put in place a policy framework that will foster good SPM practices in the health sector. Prioritization should be given to internal talent grooming and organizational restructuring in fostering a culture of effective SPM in MoH.

Anahtar Kelimeler

Succession planning , talent management , succession management , public health , public sector

Kaynakça

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