Exploring Relevant Concepts between Job Happiness, Organizational Allegiance, and Staff Retention in Pakistan: Implications for HRM

Abstract

This study investigates the interrelationships among job happiness, organizational commitment, and staff retention in hospitals in Pakistan. The study's initial stage involves exploring relevant concepts and theories. Based on an extensive review of the literature, discussions, and prior findings, it is determined that work happiness, organizational commitment, and supervisor support are positively associated with employee retention. Employees who are committed to the organization experience a deep emotional connection, exert greater effort, and tend to be more productive. The study employs seven indicators to measure supervisory support. To quantify organizational commitment, five markers are used, while job satisfaction is assessed through seven modified items. Additionally, employee retention is measured using six modified questions. A five-point Likert scale is used to evaluate each questionnaire statement. The study reveals that satisfied employees are more likely to be highly motivated and to stay with the organization longer. Additionally, supervisor support improves job satisfaction and aids in employee retention. The implications of these findings extend beyond the specific hospitals in Pakistan and can be applied to other hospital industries to improve employee retention, job satisfaction, and overall organizational growth. From an HRM perspective, these findings highlight the significance of creating a positive work environment that fosters job happiness, encourages organizational commitment, and emphasizes supervisor support. Implementing strategies to enhance these factors can lead to higher staff retention, improved job satisfaction, and greater organizational success.