When health care workers perceive high-commitment HRM will they be motivated to continue working in health care? It may depend on their supervisor and intrinsic motivation

Abstract

In this health care field study, we examined the link between human resource management (HRM), transformational leadership, intrinsic motivation and motivation to continue to work. Based on the social exchange theory, we proposed a mediation model linking HRM to motivation to continue to work in health care, via respectively transformational leadership and intrinsic motivation. Results from data collected from 171 employees revealed that transformational leadership and intrinsic motivation mediate the relationship between perceptions of high-commitment HRM and workers’ motivation to continue to work. Practical implications for organizations in health care are discussed.

Keywords:

• Health care
• high-commitment HRM
• motivation
• social exchange theory
• transformational leadership

Disclosure statement

No potential conflict of interest was reported by the authors.