Job Satisfaction, Organizational Commitment, and Employee Retention among Healthcare Workers in Selected Private Hospitals

The global healthcare sector continues to face critical challenges in employee retention, particularly within private hospital settings where workforce stability is essential to service quality and organizational sustainability. This study examined the relationship among job satisfaction, organizational commitment, and employee retention among healthcare workers in selected private hospitals in Las Piñas City, Metro Manila. Grounded in Social Exchange Theory, Job Demands–Resources (JD-R) Theory, and Herzberg’s Two-Factor Theory, the study utilized a descriptive-correlational research design. Data were collected from 222 healthcare workers using a validated survey instrument measuring job satisfaction (motivator and hygiene factors), organizational commitment (affective, continuance, and normative), and retention intention (lower turnover intention, increased loyalty, and willingness to stay).

Findings revealed that job satisfaction among respondents was generally moderate, with hygiene factors exerting a stronger influence than motivator factors. Organizational commitment was found to be high overall, particularly in terms of affective and normative commitment, while continuance commitment was low. Despite this, overall retention intention was low, indicating that employees remain open to leaving the organization even when they express positive attitudes and loyalty. Correlation analysis showed that job satisfaction significantly influenced organizational commitment and retention intention, with hygiene factors demonstrating consistent moderate relationships with retention indicators. However, motivator factors showed limited influence on actual retention behavior. Organizational commitment, particularly affective commitment, exhibited strong and significant relationships with retention intention.

Regression analysis further revealed that job satisfaction and organizational commitment jointly explained 71.70% of the variance in retention intention. However, only organizational commitment emerged as a significant predictor, indicating that employees’ decision to stay is primarily driven by their psychological attachment to the organization rather than job satisfaction alone.

The study concludes that while healthcare workers may be satisfied and loyal, retention is largely determined by the strength of organizational commitment. It is recommended that hospital administrators prioritize strategies that enhance both extrinsic working conditions and deeper organizational attachment to improve long-term employee retention.