Employee commitment in Ghanaian healthcare: a multi-factor analysis
Abstract
Purpose – The study investigates the factors influencing organizational commitment among employees at a Municipal Health Directorate (MHD) in Ghana. It focuses on identify- ing key organizational and individual factors that drive commitment and examining potential gender differences.
Research methodology – A quantitative approach was employed, using a cross-sectional survey of 204 MHD employees, with a final sample size of 153. A structured questionnaire measured organizational commitment and influencing factors. Multiple regression analysis was used to examine relationships between variables.
Findings – Key drivers of commitment include training and development, salary, leadership style, work environment, job satisfaction, and involvement in decision-making. Training and development were the strongest predictors of commitment, while job-related stress negatively influenced commitment. No significant gender differences in commitment were found.
Research limitations – The cross-sectional design limits causality. Future research should adopt longitudinal designs to track changes in commitment over time and explore gender differences in other contexts.
Practical implications – The findings emphasize the importance of investing in employee development, fostering supportive leadership, managing job stress, and involving employees in decision-making to enhance commitment.
Originality/Value – This study provides valuable insights into the determinants of employee commitment in healthcare, contributing to the limited research on organizational commitment in resource-constrained healthcare settings in Ghana.
Keyword : organizational commitment, employee engagement, healthcare sector, leadership style, job satisfaction
How to Cite
Yamoah, E. E. (2025). Employee commitment in Ghanaian healthcare: a multi-factor analysis. Business, Management and Economics Engineering, 23(1), 44–66. https://doi.org/10.3846/bmee.2025.22414
This work is licensed under a Creative Commons Attribution 4.0 International License.
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Azeem, S. M., & Akhtar, N. (2014). The influence of work life balance and job satisfaction on organizational commitment of healthcare employees. International Journal of Human Resource Studies, 4(2), 18–24. https://doi.org/10.5296/ijhrs.v4i2.5667
Babbie, E. R. (2020). The practice of social research. Cengage AU.
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Chukwusa, J. (2020). Gender difference in organizational commitment, job satisfaction and job involvement: Evidence from university library staff. International Information & Library Review, 52(3), 193–201. https://doi.org/10.1080/10572317.2019.1675444
Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). Sage Publications.
De Las Heras-Rosas, C., Herrera, J., & Rodríguez-Fernández, M. (2021). Organisational commitment in healthcare systems: A bibliometric analysis. International Journal of Environmental Research and Public Health, 18(5), Article 2271. https://doi.org/10.3390/ijerph18052271
Dillender, M., Friedson, A., Gian, C., & Simon, K. (2021). Is healthcare employment resilient and “recession proof”? INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 58, 1–11. https://doi.org/10.1177/00469580211060260
Ellemers, N. (2014). Social identity, commitment, and work behavior. In Social identity processes in organizational contexts (pp. 101–114). Psychology Press.
Eliyana, A., Ma’arif, S., & Muzakki. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144–150. https://doi.org/10.1016/j.iedeen.2019.05.001
Faraj, K. M., Faeq, D. K., Abdulla, D. F., Ali, B. J., & Sadq, Z. M. (2021). Total quality management and hotel employee creative performance: The mediation role of job embeddedment. Journal of Contemporary Issues in Business and Government, 27(1), 3838–3855.
Fitrio, T., Apriansyah, R., Utami, S., & Yaspita, H. (2019). The effect of job satisfaction to organizational citizenship behavior (OCB) mediated by organizational commitment. International Journal of Scientific Research and Management, 7(09), 1300–1310. https://doi.org/10.18535/ijsrm/v7i9.em01
Grego-Planer, D. (2019). The relationship between organizational commitment and organizational citizenship behaviors in the public and private sectors. Sustainability, 11(22), Article 6395. https://doi.org/10.3390/su11226395
Goh, C. Y., & Marimuthu, M. (2016). The path towards healthcare sustainability: The role of organisational commitment. Procedia-Social and Behavioral Sciences, 224, 587–592. https://doi.org/10.1016/j.sbspro.2016.05.445
Hair, J. F. J., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. (2010). Multivariate data analysis. Pearson Prentice Hall.
Haque, A. (2021). The COVID-19 pandemic and the role of responsible leadership in health care: Thinking beyond employee well-being and organisational sustainability. Leadership in Health Services, 34(1), 52–68. https://doi.org/10.1108/LHS-09-2020-0071
Huish, E., Donnelly, O., & Marks, E. (2024). “I really felt the feeling”: A systematic review and qualitative thematic synthesis of healthcare workers’ experiences of acceptance and commitment therapy training. Journal of Cognitive Psychotherapy, 38(2). https://doi.org/10.1891/JCP-2022-0030
Hung, L. M., Lee, Y.-S., & Lee, D.-C. (2018). The moderating effects of salary satisfaction and working pressure on the organizational climate, organizational commitment to turnover intention. International Journal of Business & Society, 19(1), 103–116.
Kaiser, H. (1974). An index of factor simplicity. Psychometrika, 39, 31–36. https://doi.org/10.1007/BF02291575
Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions. Intangible Capital, 10(1), 26–51. https://doi.org/10.3926/ic.476
Kryscynski, D., Coff, R., & Campbell, B. (2021). Charting a path between firm‐specific incentives and human capital‐based competitive advantage. Strategic Management Journal, 42(2), 386–412. https://doi.org/10.1002/smj.3226
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Martini, I. A. O., Rahyuda, I. K., Sintaasih, D. K., & Piartrini, P. S. (2018). The influence of competency on employee performance through organizational commitment dimension. IOSR Journal of Business and Management, 20(2), 29–37.
Meyer, J. P., & Allen, J. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–98. https://doi.org/10.1016/1053-4822(91)90011-Z
Meyer, J. P., & Allen, N. J. (2001). Organizational commitment. In Personnel psychology and human resource management: A reader for students and practitioners (289–342). Wiley.
Meyer, J. P., & Parfyonova, N. M. (2010). Normative commitment in the workplace: A theoretical analysis and re-conceptualization. Human Resource Management Review, 20(4), 283–294. https://doi.org/10.1016/j.hrmr.2009.09.001
Mosadeghrad, A. M., & Ferdosi, M. (2013). Leadership, job satisfaction and organizational commitment in healthcare sector: Proposing and testing a model. Materia Socio-Medica, 25(2), 121–126. https://doi.org/10.5455/msm.2013.25.121-126
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