Affective Organizational Commitment Links Job Satisfaction to Quiet Quitting in Healthcare Workers: The Amplifying Role of Career Engagement
HEALTHCARE, cilt.14, sa.15, 2026 (SCI-Expanded, SSCI, Scopus)
- Yayın Türü: Makale / Tam Makale
- Cilt numarası: 14 Sayı: 15
- Basım Tarihi: 2026
- Doi Numarası: 10.3390/healthcare14152366
- Dergi Adı: HEALTHCARE
- Derginin Tarandığı İndeksler: Science Citation Index Expanded (SCI-EXPANDED), Social Sciences Citation Index (SSCI), Scopus, CINAHL, Health Research Premium Collection (ProQuest)
- Acıbadem Mehmet Ali Aydınlar Üniversitesi Adresli: Evet
Özet
Background/Objectives: This study examined the relationships among job satisfaction, affective organizational commitment, career engagement, and quiet quitting in healthcare workers. Specifically, we tested a moderated mediation model in which affective organizational commitment mediated the relationship between job satisfaction and quiet quitting and career engagement moderated this indirect effect. Methods: In this cross-sectional study, data were collected online between April and May 2024 from 373 employees of public and private healthcare institutions in Istanbul, T & uuml;rkiye. Participants completed validated measures of the four constructs. We tested mediation and moderation with SPSS 26.0 and the Hayes PROCESS macro (Model 14). Results: Job satisfaction correlated positively with affective organizational commitment and strongly and negatively with quiet quitting. Quiet quitting was higher among women (d = 0.42); nurses descriptively showed the lowest job satisfaction and the highest quiet quitting; however, no pairwise difference in quiet quitting was detected. The conditional indirect association between job satisfaction and quiet quitting through affective organizational commitment became stronger as career engagement increased. Conclusions: Job satisfaction and affective organizational commitment emerged as key correlates of lower quiet quitting. Career engagement amplified rather than buffered the role of affective organizational commitment: commitment was most strongly associated with lower quiet quitting among highly career-engaged employees, whereas low commitment in this group was accompanied by higher quiet quitting. Healthcare managers may consider strategies that strengthen employee commitment while supporting career development.