THE IMPACT OF JOB SATISFACTION ON RETAINING HEALTH CARE WORKERS IN HOSPITALS - WEST BANK – PALESTINE

Abstract

Healthcare systems face persistent workforce shortages, and retaining healthcare workers is a priority for the continuance of a healthcare facility, quality, and organizational performance. This study examined the association between overall job satisfaction and retention (intent to stay) among healthcare workers employed in private hospitals in Nablus, Palestine. A cross sectional survey was conducted between August–September 2025 across five private hospitals in Nablus, using paper-based, anonymous questionnaires administered during on-duty hours. Job satisfaction was measured using Spector’s 36-item Job Satisfaction Survey (JSS; 1–6 scale), and retention was measured using McCain’s 5-item Intent-to-Stay (ITS; 1–5 scale).Data were analyzed in SPSS using descriptive statistics, one-sample t-tests against neutral midpoints, group comparisons (t-tests/ANOVA), Pearson correlations, and a multivariable general linear model adjusting for demographics. A total of 251 healthcare workers were valid for participation, with broad departmental representation and a predominantly young workforce. Overall job satisfaction was near-neutral (JSS mean = 3.53, SD = 0.53) and did not differ significantly from the neutral midpoint (3.5), while intent to stay was slightly below-neutral (ITS mean = 2.89, SD = 0.90) and did not differ significantly from its midpoint (3.0). Job satisfaction correlated positively with intent to stay (r = .384, p < .001).In the multivariable model, job satisfaction remained a strong independent predictor of intent to stay (B = 0.649, SE = 0.110, p < .001), explaining substantial variance (R² = .432; adjusted R² = .272). Facet patterns suggested relatively higher satisfaction with supervision and nature of work, and lower satisfaction with pay and benefits. In conclusion, even in an overall neutral satisfaction workplace, job satisfaction is a meaningful and independent motivation for healthcare workers’ intention to remain in Nablus private hospitals. Retention strategies should prioritize strengthening supervisory practices, improving communication and work design, and addressing structural reward domains (pay/benefits/recognition), with the attention to scheduling patterns associated with staying intentions.