Table 5 Overview of single HRM practices in relation to performance outcomes
Authors, year, country | HRM practices | Employee outcome | Team outcome | Organizational outcome | Patient outcome | MMAT Score |
|---|---|---|---|---|---|---|
1. Training and education | ||||||
 Ajayi, 2013, Nigeria [75] | training nurses on computer-skills |  |  | improved efficiency | – | *** |
 Eygelaar & Stellenberg, 2012, S.Africa [94] | training on nursing care |  |  | improved quality of care | – | **** |
 Issahaku et al., 2012, Ghana [100] | training (clinical and administrative staff) | improved performance |  |  | – | **** |
 Jacobs & Roodt, 2008, S.Africa [102] | knowledge sharing organizational culture /learning practice among professional nurses | reduced turnover intention |  |  | – | **** |
 Esan et al., 2014, Nigeria [148] | training residence doctors | improved job satisfaction |  |  | – | *** |
 Letlape et al., 2014, S.Africa [150] | in-service training on confidence building |  |  | improved quality of care | – | ** |
 Mduma et al., 2015, Tanzania [155] | simulation training on delivery and neonatal care |  |  |  | decreased mortality | ** |
 Bergman et al., 2008, Tanzania [146] | trauma team training of physicians and nurses | improved job satisfaction | improved team performance |  | – | * |
 Uys et al., 2005, S.Africa [166] | training on supportive supervision | improved job satisfaction |  | improved quality of care | – | ** |
 Crofts et al., 2015, Zimbabwe [172] | onsite-team training on obstetric emergency care |  | improved team performance in clinical practices |  | improved maternal deaths | ** |
2. Salary and compensation | ||||||
 Aberese-Ako et al., 2014, Ghana [69] | incentives /monthly transport allowances | improved performance |  |  | – | **** |
 Nwude & Uduji, 2013, Nigeria [120] | fair and adequate compensation | improved job performance |  |  | – | ** |
 Atambo et al., 2013, Kenya [83] | implementing incentive systems | improved performance |  | improved efficiency of service delivery | – | *** |
 Ashmore & Gilson, 2015, S. Africa [80] | additional wage incentives for specialists | improved retention |  |  | – | **** |
3. Rostering and scheduling | ||||||
 McIntosh & Stellenberg, 2009, S. Africa [154] | implementing staff control strategy/scheduling/ to control moonlighting | turnover intention continued (not improved) |  | improved quality of care | – | ** |
 Nyathi & Jooste, 2008, S. Africa [121] | managing reutilization and workload | reduced absenteeism among nurses |  |  | – | *** |
 Osisioma et al., 2015, Nigeria [122] | implementation of flexible working arrangements | improved performance |  |  | – | ** |
 Rispel et al., 2014, S.Africa [126] | managing rostering & scheduling to control moonlighting | reduced intention to leave |  |  | – | **** |
4. Task shifting | ||||||
 Ferrinho et al., 2015, Mozambique & Zambia [95] | task shifting practice |  |  | reduced staff shortage and improved quality of care | – | *** |
 Jennings et al., 2011, Benin [103] | task shifting practices for lay nurse aides |  |  | improved efficiency of health care | – | ** |
 Olson et al., 2014, Malawi [161] | task shifting in patient triage and treatment |  |  | improved quality of care | reduced inpatient mortality | *** |
 Sanjana et al., 2009, Zamia [164] | task shifting for lay counselors |  |  | reduced staff shortage, reduced rate of errors and | – | ** |
 Galukande et al., 2013, Uganda [96] | task shifting (surgical) practice |  |  | improved staff shortage | decreased mortality | **** |
 O’Malley et al., 2014, Namibia [162] | task shifting from doctors to nurses |  |  | improved quality of service | – | *** |
5. Managing employees | ||||||
 Nigussie & Demissie, 2013, Ethiopia [158] | leadership styles of nurse managers | increased job satisfaction |  |  | – | **** |
 Okurame, 2009, Nigeria [160] | mentoring practices | improved job satisfaction |  |  | – | **** |