Article2022

Organizational commitment of healthcare employees in a private sector

Stefan Dugalić · Milena M Santric-Milicevic · Dejana M. Stanisavljevic · Bojana Gutić · Miroslava Gojnić-Dugalić · Maja Macura +6 more

3 citations0/0 files storedMedicinska istrazivanja

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Employee Performance and Management Job Satisfaction and Organizational Behavior Healthcare Education and Workforce Issues

Abstract

Introduction: Organizational commitment is defined as 'psychological relationship of an individual with an organization'. The aims of this study were to analyze organizational affective and normative commitment of young healthcare providers, factors that determine their perception of organizational support, as well as to identify possibilities to promote employee dedication to the healthcare organization they worked for. Method: The research was conducted as a cross-sectional study in a private healthcare institution 'Fizio Vracar' in Belgrade. Meyer-Allen questionnaire (with 24 questions) was distributed during the third week of May 2018, and 30 physical therapists of both sexes and with median age 29.9 completed it, voluntarily and anonymously. Results: The organizational normative commitment declined with the increase of organizational support (r=-0.526; p<0.001), while organizational affective commitment increased with the increase of organizational support (r=0.756; p<0.001). On the scale from 1 to 5, all the employees had the average score above 3 for affective and normative commitment (3.72±0.56 and 3.19±0.75), while the score for organizational support was above 4 (4.11±0.54). The model of multiple linear regression showed that affective and normative commitment were factors that determined the perception of organizational support (B=0.66; 95% CI: 0.41-0.91; and B=-0.20; 95% CI: -0.38; -0.02). Conclusion: Even though organizational support had better score than affective and normative commitment, there is certainly room for their improvement. Managers and employees should consider the employee requests together, care more about employee general satisfaction, empower team spirit, while the organization should implement mechanisms to retain work force.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 3 citations exist upstream.

References

1991A three-component conceptualization of organizational commitment 1979The measurement of organizational commitment 1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.1997Commitment in the Workplace: Theory, Research, and Application 2001Commitment in the workplace: toward a general model 2008Identification in Organizations: An Examination of Four Fundamental Questions 2009Human capital and entrepreneurial success: A meta-analytical review 2009Corporate sustainability and organizational culture

Cited by

2023Impact of internal business communication on the employees commitment in tourist enterprises

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.