Table 2 Summary of findings
Themes | Public sector | PNFP |
|---|---|---|
Training experiences | ||
Management | Stricter rules | |
Quality of training | Good tutors but some absences More limited clinical exposure | Good and present tutors Good exposure to clinical experience |
Workload | High workload | |
Incentives | Wider range of incentives, including financial | Limited (mainly non-financial) incentives |
Working experiences | ||
Management and organisational culture | Perceived greater flexibility about leave arrangements Exposure to expatriate (NGO) staff—appreciated—especially during conflict | More restrictions (e.g. on dual practice and time management) Exposure to expatriate (missionary) staff, with positive effects on learning, especially during conflict |
Workload | High workload in IDP camps | High workload during and after conflict—but helps to maintain skills |
Incentives | Low salaries, especially important later in middle of life cycle; irregular or absent during conflict; various coping strategies described Benefit from monetary incentives such as consolidated allowance and hard to reach allowance | Low salaries, especially important in middle of life cycle; various coping strategies described Only access short-term, externally funded monetary incentives Package of non-financial incentives, which vary across facilities |
Reasons for moving, staying and factors influencing future intentions | ||
Attraction | Better overall package—leave, pension, allowances, higher salary Flexibility on leave and dual practice Lower workload Able to exercise skills better Better job security More access to training | Bonding (but sometimes perceived as detention) Good working relationships and ties of family obligation Availability of free health care for them and their families |
Retention | Loyalty to sector which trained you Promotion Frequent short trainings | Strict rules on dual practice/inflexibilities on leave Perceived high work load No job security (mainly contractual) Limited access to training |