Effect of Organizational Culture on Employee Turnover Intentions in Pakistan's Healthcare Sector: A Quantitative Study

Abstract

This paper aims at establishing working model that explores the overall link between organizational culture and employee turnover intention in the context of Pakistan healthcare industry. 3 A survey descriptive research design was used and data was collected from a sample of 312 healthcare professionals of 15 hospitals 4 from four provinces of the Mid-western state. The data was collected using structured questionnaires with each one containing 32 questions designed to measure organizational culture using four paradigms – organizational culture type, namely, clan, adhocracy, market and hierarchy &, the second part of the questionnaire was designed to measure the turnover intentions of the employees. The findings obtained from the multiple regression analysis showed that there are negative relationship between the clan culture (-0.43, t = -5.74, p < 0.001) and adhocracy culture (-0.35, t = -4.86, p < 0.001) with turnover intentions while market culture has a positive coefficients (0.29, t = 3.26, p < 0.01). The study further illustrated that hierarchical culture does not have a correlation. These relationships were qualified by demographic variables namely; years of experience and the job role level. Thus, it can be hypothesized that healthcare organizations with the supportive and innovative culture produce lower levels of turnover intentions among the staff. This study helps to advance knowledge of organizational factors in the context of Pakistan’s healthcare and offers pertinent implications for hospital administrators and policy makers concerning the essential issue of employee turnover in the healthcare workforce of the country.

Keywords: organizational culture, turnover intentions, healthcare sector, Pakistan, employee retention, clan culture, workplace environment, healthcare management.