Departmental Bulletin Paper Trends in attrition among medical teaching staff at universities in Myanmar 2009–2013

Nang, Mie Mie Htun  ,  Reyer, Joshua A.  ,  Yamamoto, Eiko  ,  Yoshida, Yoshitoku  ,  Hamajima, Nobuyuki

78 ( 1 )  , pp.27 - 40 , 2016-02 , Nagoya University Graduate School of Medicine, School of Medicine
Although lack of human resources for health is becoming a global problem, there are few studies on human resources in Myanmar. This study was conducted to investigate the attrition rates of teaching staff from universities for medical professions in Myanmar from 2009 to 2013. The data were collected from administrative records from Department of Medical Sciences, Ministry of Health, Myanmar. Numbers of staff and those who permanently left work (attrition) from 2009 to 2013 were counted. The reasons were classified into two categories; involuntary attrition (death or retirement) and voluntary attrition (resignation or absenteeism). Official records of the attrited staff were reviewed for identifying demographic characteristics. The annual attrition rate for all kinds of health workers was about 4%. Among 494 attrited staff from 2009 to 2013, 357 staff (72.3%) left their work by involuntary attrition, while 137 staff (27.7%) left voluntarily. Doctors left their work with the highest annual rate (6.7%), while the rate for nurses was the lowest (1.1%). Male staff attrited with a higher rate (4.6%) than female staff (2.7%). Staff aged 46–60 years had the highest attrition rate. PhD degree holders had the highest rate (5.9%), while basic degree holders had the second highest rate (3.5%). Associate professors and above showed the highest attrition rate (8.1%). Teaching staff from non-clinical subjects had the higher rates (8.2%). Among 494 attrited staff, significant differences between involuntary attrition and voluntary attrition were observed in age, marital status, education, overseas degree, position, field of teaching, duration of services and duration of non-residential service. These findings indicated the need to develop appropriate policies such as educational reforms, local recruitment plans, transparent regulatory and administrative measures, and professional incentives to retain the job.

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