Employee Relation In The Public Health Sector

Introduction

 Employee relations in the public health sector are a critical component of maintaining an efficient, responsive, and compassionate healthcare system. Public health institutions—including government hospitals, regional health services, and community health centers—depend heavily on the dedication and coordination of a diverse workforce such as doctors, nurses, allied health professionals, administrative staff, and support personnel. Because the sector directly impacts human lives, the quality of employee relations has a profound influence on service delivery, patient safety, and organizational stability.

High workloads, resource constraints, stressful working conditions, and frequent interactions with unions and professional bodies characterize the unique challenges of the public health sector. If not effectively managed, these factors can lead to tension. Therefore, strong employee relations—built on communication, fairness, trust, and collaboration—are essential to maintaining morale and reducing conflict. Good relationships between employees also help lower turnover, encourage ongoing learning, and create a culture of empathy and teamwork.

In addition, the public health sector operates under strict policies, regulations, and ethical standards. This makes it vital for leaders and HR professionals to ensure that employees feel valued, protected, and motivated.



Comparative Analysis: Employee Relations in Sri Lankan Public Health Sector

1. Human Resource Capacity vs Demand

  • Shortages & Distribution Problems
    Sri Lanka’s public health sector suffers from significant HR imbalances: JICA’s health master plan notes “geographic inequity in distribution” and an “imbalance in production” of different types of staff. Open the JICA Report+2. Open JICA Report + 2.

  • High Workloads
    A cross-hospital study (National Hospital Sri Lanka, Colombo South, Colombo North) found very different staffing levels and patient-to-staff workloads, indicating inefficiencies and strain on staff. sljma.sljol.info+1

  • Under-resourced HRM Systems
    In curative (clinical) care institutions, there are serious HRM gaps: lack of continuous development, weak planning, especially in crisis times, and brain drain. Sri Lanka Journal of Health Research

  • Public Health Inspector Shortage
    There’s a reported shortfall of ~1,000 Public Health Inspectors (PHIs), which undermines preventive health functions. LNW Lanka News Web

Comparison Implication:
These structural HR challenges (shortages, poor distribution, and weak HRM) create persistent tension in ER: employees are more likely to feel overworked, undervalued, and unsupported. In more stable or well‑managed public sectors, HR planning, continuous development, and equitable distribution reduce such friction.


2. Compensation, Allowances, and Pay Discrepancies

  • Strike Over Allowances & Pay Anomalies
    Health workers’ unions have repeatedly demanded redress for “salary discrepancies, increased overtime rates, and improved promotion” systems. Business & Human Rights Resource Centre

  • President’s Pushback Despite Pay Hike
    Even after a significant pay raise, public health workers continued to strike—the president deemed the strikes “unjustified.” Ada Derana Onlanka

  • Risk of Suppressing Industrial Action
    In some disputes, the government has declared health services “essential” and used restrictive orders (e.g., the Essential Public Services Act) to discourage or penalize strikes. World Socialist Web Site

Comparison Implication:
ER in the public health sector is fragile because financial grievances (pay, allowance) are a recurring theme. Successful ER frameworks often depend on transparent pay structures, regular reviews, and meaningful negotiation—but in Sri Lanka’s case, reactive wage increases and clampdowns on industrial action suggest a more adversarial model.


3. Work Stress, Burnout & Well‑being

  • Overwork During COVID‑19
    A study on COVID‑19 found that many nurses were forced into compulsory overtime, with very high patient-to-nurse ratios (e.g., 25–30 patients per nurse in a day, over 50 at night). PMC

  • Motivation & Career Progression
    Limited decision-making authority on wards, few career-advancement opportunities, and low pay were identified as demotivators. PMC

  • HRM Reforms Exist but Are Weak
    While Sri Lanka has established a Human Resource Management Information System (HRMIS) to help with workforce planning, usage and capacity remain limited. Sri Lanka Journal of Health Research

  • Mental Health Sector Specifics
    In the context of mental health, there is poor coordination of HRM functions, delays in promotions, and no unified HR head, which undermines effective talent management. Sri Lanka Journal of Psychiatry

Comparison Implication:
High job demands and low resources are a recipe for burnout and poor morale. In well-functioning public health systems, there are more robust mechanisms for staff well-being (e.g., better workload planning, career pathways, and support), but Sri Lanka seems to be lagging here.


4. Industrial Relations & Union Dynamics

  • Frequent Strikes
    There have been many strikes and industrial actions by various health worker unions (nurses, PHIs, lab staff) demanding pay fixes, allowances, better promotion, etc. Business & Human Rights Resource Centre World Socialist Web Site

  • Tension with Legal/Political Authorities
    The government has sometimes responded with legal force (declaring services essential, banning strikes) rather than negotiation. World Socialist Web Site

  • Austerity Pressure
    According to union leaders and reports, austerity measures (partly IMF‑driven) are putting additional strain on health workers, limiting what the government can grant, which fuels ER conflict. World Socialist Web Site

  • Sacrifice Narrative
    Some union leaders frame their demands as “sacrifices for the economy,” suggesting a moral-political dimension to their industrial action. World Socialist Web Site

Comparison Implication:
Roughly speaking, ER in Sri Lanka’s public health sector is adversarial, with frequent conflict, strong union activism, and heavy political overtones. In more stable ER systems, there’s often a more institutionalized negotiation framework, shared governance, and less reliance on strike action.


  • Conclusion

    The Sri Lankan public health sector faces significant challenges in employee relations, driven by workforce shortages, uneven distribution of staff, weak HR planning, and recurring pay and promotion disputes. High workloads, limited career progression, and inadequate well-being support have contributed to frequent industrial actions and low staff morale. While the workforce is engaged and unions actively represent employee concerns, the sector’s reliance on reactive measures—such as ad hoc pay adjustments or legal restrictions on strikes—has created a largely adversarial environment.

    Comparatively, more stable public health systems maintain transparent HR policies, robust workforce planning, proactive well-being programs, and structured negotiation frameworks, which reduce conflicts and improve staff satisfaction. For Sri Lanka, sustainable improvements in employee relations will require strengthening HR governance, equitable staffing, transparent promotion and compensation systems, and proactive engagement with unions. Addressing these systemic gaps will not only reduce industrial conflict but also improve service quality and the overall resilience of the public health sector.


References (Key Sources)

  • Sameera, N. T. P. & Fernando, K. P. C. (2024). A Comparative Analysis of Human Resources for Health at Three Teaching Hospitals in Sri Lanka. Sri Lankan Journal of Medical Administration. sljma.sljol.info+1

  • Wijesuriya, W. M. N. K. L., Siraj, M. I., Wijetunga, W. M. T. S., & Herath, H. M. I. M. (2022). The management of human resources in Sri Lanka's curative care institutions is crucial during turbulent times. Sri Lanka Journal of Human Resources. Sri Lanka Journal of Health Research

  • COVID‑19 study on Sri Lankan nurses: “COVID-19 and job demands and resources …” (PMC) PMC

  • Mental health HR strategy: “A mental health human resources strategy for Sri Lanka.” Sri Lanka Journal of Psychiatry

  • Strike coverage and union demands: Business & Human Rights Resource Centre: “Alliance of health workers unions …” Business & Human Rights Resource Centre

  • There is a shortage of Public Health Inspectors, according to LNW Lanka News Web. LNW Lanka News Web

  • JICA Health Master Plan: Human resources for health challenges. Open JICA Report.



Comments

  1. The comparison between structural realities like staffing shortages, pay disputes, and burnout and international best practices clearly shows why ER challenges persist despite a committed workforce. What stands out is how deeply political, financial, and administrative constraints shape everyday employee experiences, making the system reactive rather than preventive. Your discussion highlights an important truth: effective employee relations in healthcare require consistent HR governance, transparent policies, and genuine collaboration with unions not ad-hoc allowances or legal restrictions. Strengthening these foundations will be essential for improving morale, reducing industrial conflict, and sustaining a more resilient public health system.

    ReplyDelete
  2. Great insight! When employee relations are strong, public health become more collaborative and motivated. Health care individuals often faces constant pressure due to workload and policy changes, so the effective communication and management support constantly needed. Strengthen trust, improving staff well-being will directly effect to reduce turnover and improve moral. Not only that it is ultimately provide better services to communities they serve. Really appreciated how you highlighted factors which is foster employee relations and how employee relation towards the public health.

    ReplyDelete
  3. Strong employee relations are vital in the public health sector, where teamwork, motivation, and engagement directly impact service delivery and patient care. Maintaining positive relationships involves effective communication, conflict resolution, recognition, and fair treatment of staff. By addressing employee concerns and fostering a supportive work environment, public health organizations can improve morale, reduce turnover, and enhance productivity. Good employee relations also encourage collaboration across departments, ensuring efficient healthcare operations. Investing in strategies that strengthen trust, transparency, and inclusivity helps build a resilient workforce capable of handling high-pressure situations, ultimately contributing to better healthcare outcomes and overall organizational effectiveness.

    ReplyDelete

Post a Comment

Popular posts from this blog

HRM as a Strategic Driver of Organizational Performance

why performance management is Essential for HRM

Learning and Development