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Abstract. The current research aims examine the retention policy determinants and physician's job satisfaction and organizational commitments in Saudi Arabia hospitals. The current research consists of the independent variables signified by retention policy determinants (namely organizational components, job analysis and design, organizational career opportunities, rewards, and employee relationships) and dependent variable which signified by job satisfaction and organizational commitment. In order investigate the association between independent and dependent variables the quantitative technique was used gather primary data through questionnaire, which was administered in all the hospital sectors in Jeddah city with hospital physicians. The research population consists of 2870 physicians (consultant, specialist, and resident) from 5 public and private hospitals in Jeddah. The sample of this study was 10% of the total research population accounted 287 physicians. The researcher retrieves 198 valid research questionnaires. A purposive sampling technique was used select the participants. The results validate significant differences have an effect on of the retention policy determinants have significant influence on the physician job satisfaction. The result shows that five out of five variables are significant (organizational components, job analysis and design, organizational career opportunities, rewards, and employee relationships) on physician job satisfaction and also physician organization commitment. The current research contributes the academic and medical filed knowledge as being one of the first attempts explore practically the impact of retention policy determinants on physician job satisfaction. Additionally distinguishing the fundamental roles of human resources and retention policy in enhancing the physician job satisfaction, this research amalgamates, purifies and expands the experiential work conducted in the field of health services marketing in Saudi Arabia. It elevates many inferences for executives in these hospitals, such as considering the importance of influences retention policy on physician job satisfaction.Keywords: Retention policy determinants, physician job satisfaction and organizational commitment, Saudi Arabia1. INTRODUCTIONThere are some common areas that affect employee retention. If all of these components are present meet individual employee expectations, then there is greater likelihood that voluntary and controllable turnover will be lower, resulting in increased retention (Flynn et al, 2007). Retention is a voluntary move by an organization create an environment which engages employees for the long term (Chaminade, 2007, p. 1). An additional comprehensive and current definition of the concept of retention is to prevent the loss of competent employees from leaving productivity and profitability (Chiboiwa et al, 2010, p. 2104). A number of people observe member of staff retention as the effect of the execution of policies and procedures that assist employees stay with the organization because of the stipulation of job environment that convenes their needs (Baer et al, 1996). Employee retention, according Harvard Business Essentials, is the converse of turnover -turnover being the sum of voluntary and involuntary separations between an employee and his or her company (cited in Starosta, 2006, p. 60). However, Waldman and Arora (2004), assume that arguing member of staff retention inside the context of employee turnover is inadequate; as an alternative, spotlight should be on the method in which employee retention promotes the preservation of workforce that is able meet the organization's needs. The retention of high caliper physicians is benefit hospital because physician' knowledge and skills are vital hospital's capability be economically competitive (Kyndt, et al., 2009). Physicians retention grow be gradually more vital hospitals since periodic employee shortages can lessen the availability of high performing staff (Jones and Skarlicki, 2003); therefore physicians are pointed for improved employment opportunities, and hospitals are looking for progress the output of their staff (Leeves, 2000). …
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