Transforming Healthcare Infrastructure Management in Kerala: Innovations, Challenges, and the Path to a Resilient Future

Summary:  View help for Summary This study examined the relationships between job satisfaction, organisational  commitment, employee engagement, and turnover intentions among hospital employees  (N = 324). A one-way ANOVA revealed significant differences in job satisfaction by  department, F(2, 321) = 3.13, p = .045, with the Administration department reporting  significantly higher job satisfaction than the Nursing department. A Pearson correlation  indicated a positive, moderate association between job satisfaction and organisational  commitment (r = 0.52, p < .01).Multiple regression analysis showed that job satisfaction  significantly predicted employee engagement (â = 0.48, p < .001) even when controlling  for age and tenure (R² = 0.29, F(3, 320) = 44.83, p < .001). At the same time, the  demographic variables were not significant predictors. Furthermore, mediation analysis  demonstrated that organisational commitment fully mediated the relationship between  job satisfaction and turnover intentions. The direct effect of job satisfaction on turnover  intentions (B = -0.32, p < .001) became non-significant (B = -0.06, p = 0.506) when  the organisational commitment was included, and the bootstrap indirect effect was  significant (B = -0.26, 95% CI [-0.36, -0.18], p < .001).These findings underscore the  importance of improving job satisfaction to enhance engagement, strengthen organisational  commitment, and subsequently reduce turnover intentions. Targeted interventions that  foster a supportive work environment may yield long-term benefits in workforce stability  and organisational performance.