The Relationship between Participative Management of Nursing Administrators and Organizational Commitment and Intention to Stay among Professional Nurses in Hospitals

Abstract

            This analytical correlational research aimed to examine and analyze the relationships among participative management by nursing administrators, organizational commitment, and intention to stay among professional nurses in hospitals. The sample consisted of 178 professional nurses working in hospitals who met the inclusion criteria. Data were collected using a three-part questionnaire with reliability coefficients of 0.94, 0.92 and 0.79, respectively. Data was using analysis conducted using descriptive statistics and Spearman's rank correlation coefficient for relationship analysis.

            The results of this study revealed that participative management was at a high level (Mean = 3.93, S.D. = 0.62), organizational commitment was at a high level (Mean = 3.20, S.D. = 0.49), and intention to stay was at a moderate level (Mean = 3.31, S.D. = 0.41). Correlation analysis showed a significant finding: participative management had a moderate effect on organizational commitment (r = 0.311-0.495) but a very weak effect on intention to stay (r = 0.067-0.207). In contrast, organizational commitment had a stronger effect on intention to stay (r = 0.280-0.357). The findings indicate that organizational commitment is a crucial mediator that links participative management to intention to stay.

            The organizational commitment is a significant mediator between participatory management and turnover intention. Fostering a sense of shared ownership and providing autonomy in practice are more important for addressing the nursing shortage crisis than simply increasing participation in decision-making.