The Mediating Role of Work Satisfaction in the Relationship between Organizational Communication Satisfaction and Organizational Commitment of Healthcare Professionals: A Cross-Sectional Study

Abstract

The factors that influence the organizational commitment of healthcare professionals, particularly organizational communication and work satisfaction, are essential for all healthcare organizations. This is particularly important for those who are under the pressure of high demand, economic constraints, and staff shortages. This study examined the relationship between organizational communication satisfaction and organizational commitment among healthcare professionals and the mediating role of work satisfaction in the relationship. A validated self-administered questionnaire and a universal sampling approach were used to conduct a cross-sectional survey of 235 healthcare professionals in the Gaza Strip, Palestine. The data were analyzed using SPSS version 25 and SmartPLS software to perform partial least squares structural equation modeling (PLS-SEM). A STROBE checklist was used to report the results. The results show a significant positive correlation between all measured variables. Work satisfaction partially mediates the relationship between organizational communication satisfaction and organizational commitment. The results of the PLS-SEM analyses suggest that communication satisfaction and work satisfaction account for 61% of the variation in organizational commitment. This study reveals that work satisfaction and communication satisfaction are imperative to building a sense of commitment in healthcare professionals. These results reinforce the existing evidence on the factors that influence the organizational commitment of healthcare professionals. Strategies to better shape internal communication practices and improve the work environment through regular feedback to healthcare professionals are essential to strengthening their organizational commitment.

Practical Implications of the Organizational Commitment Model in Healthcare: The Case of Nurses

“…Furthermore, the implementation of HRM strategies and practices not only fosters OC but also improves well-being, happiness at work, and overall performance. Factors such as the intrinsic needs of workers, the quality of the physical infrastructure, and the work environment are key elements in increasing CO [67,68].…”

“…In this regard, it is observed that nurses in the private sector and in rural areas more frequently consider leaving their posts compared with those working in the public sector and urban areas [66,114]. Resource-constrained environments, however, create barriers that include shortages of skilled personnel, inadequate infrastructure, and limited access to continuous training [67,115]. Tese barriers can negatively afect the implementation of HR practices aimed at fostering OC.…”

“…In terms of works related to organizational commitment, 78 papers have been found. Amongst practical implications that have a general impact on OC, the following stand out: (a) when nurses in managerial positions are seen by their teams as efective and trusted transformational leaders, there is an improvement in their commitment to the organization, as well as an increase in worker efectiveness and productivity [65]; (b) the design and implementation of strategies and practices in HRM foster OC, which in turn improves wellbeing, happiness at work, and performance within the organization [66]; (c) in addition to the intrinsic needs of workers, the quality of the physical infrastructure and work environment are key factors in increasing OC [67]; and (d) nursing managers should take measures to reduce workload and improve remuneration and job autonomy to enhance OC [68].…”

Calibrating Internal Communication Satisfaction within Organizations as an Auditing Index

“…Factor analysis identified a 5-factor model fit; however, validation estimates showed a smaller AVE value (0.480) than the MSV (0.845), contrary to assumptions [90]. Therefore, a second-order confirmatory analysis was performed to show that the fit of the model improved and that the model became one-dimensional as suggested by researchers [33,66,67]. Additional analysis showed good internal consistency of total scales and subscales (p < 0.001).…”

“…Researchers proposed CS as unidimensional, indicating a second-order factor structure [65,66], which is bidimensional [67], and multidimensional [58]. Already developed instruments used to evaluate ICS are management/centric, although CSQ measures CS from employees' perspective by asking a large number of questions [68].…”