The impact of diversity, equity, inclusivity, and belongingness on employee retention in private hospitals in Chennai: An empirical study
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Author(s)Sindu Bharathi S. K.Link to ORCID Index: https://orcid.org/0000-0003-2123-8475
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Sujatha S.Link to ORCID Index: https://orcid.org/0000-0002-6270-5511
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DOIhttp://dx.doi.org/10.21511/ppm.23(3).2025.45
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Article InfoVolume 23 2025, Issue #3, pp. 631-644
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Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
Increasing demographic diversity and shortages in labor necessitate healthcare organizations to establish inclusive workspaces that promote retention. In a dynamic and diverse labor market, this study evaluates how diversity, equity, inclusivity, and belongingness influence employee retention in multispecialty hospitals in Chennai, a major healthcare center in South India. A standardized questionnaire was administered to collect data from 247 physicians, who represent a critical group within the hospital between January and March 2025. The data were analyzed using structural equation modeling to examine direct and indirect relationships. The findings indicate that diversity, equity, inclusivity, and belongingness practices have a substantial and positive impact on employee retention (β = 0.700, 0.784, 0.410; p = 0.000), thereby improving the overall well-being of employees. It is worth noting that the inclusion-specific strategies implemented within this framework did not have any statistically significant effects (β = 0.095; p = 0.459) on retention. Also, well-being played a significant role in mediating the relationship between diversity, equity, inclusivity, and belongingness practices and retention (β = 0.411; p = 0.000). Furthermore, the individual mediation paths revealed statistically significant results (β = 0.228, 0.371, 0.189, 0.167; p = 0.010, 0.001, 0.003, 0.002). Higher organizational commitment has a positive impact since it has been shown to moderate the relationship between retention and well-being (β = 0.076; p < 0.01). In addition to contributing to the expanding corpus of literature on urban healthcare settings, findings may help policymakers enhance workforce stability through more equitable and inclusive organizational practices.
- Keywords
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JEL Classification (Paper profile tab)M14, J71, M12, J53
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References58
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Tables11
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Figures1
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- Figure 1. Conceptual research framework
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- Table 1. Measurement scales
- Table 2. Demographic characteristics
- Table 3. Factor loadings, AVE, CR, and Cronbach’s alpha
- Table 4. Reliability
- Table 5. Discriminant validity (Fornell-Larcker)
- Table 6. Sampling adequacy
- Table 7. Model estimation
- Table 8. Statistical analysis (Direct effects)
- Table 9. Statistical analysis (Indirect effects)
- Table 10. Moderator testing
- Table A1. Questionnaire
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Modelling of capital structure in relation to business performance maximization
Jarmila Horvathova ,
Martina Mokrisova ,
Lucia Dancisinova
doi: http://dx.doi.org/10.21511/imfi.15(2).2018.26
Investment Management and Financial Innovations Volume 15, 2018 Issue #2 pp. 292-304 Views: 2857 Downloads: 596 TO CITE АНОТАЦІЯThe aim of the article was to find out the optimal capital structure of the companies in relation to their maximum performance. To reach this aim, the data of the companies operating in the field of heat industry of the Slovak Republic were used. As the first method, a correlation matrix was applied. It was found out that there is statistically significant relationship between capital structure indicators and performance of the companies. Due to the lack of data in time series, the authors were not able to apply multiple regression model to assess the impact of these indicators on performance. Therefore, a method of modelling was used to analyze the impact of the change in capital structure on performance. Modelling was based on the principle of a gradual change in the capital structure in favor of debt. By the increase in debt, it was confirmed that there was a change in the values of selected indicators. In the course of analysis, it was confirmed that the value of EVA equity increased with the rising indebtedness by which the proposition I of the modified MM theory was supported. The performance expressed by EVA entity indicator is at its minimum when the capital structure is 90:10 in favor of equity. By increasing the debt, EVA entity rises. Based on these results, it can be stated that the performance of selected companies increases when the share of debt also rises, even when taking into account the rising financial risks.
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The role of filial piety in career interest alignment, identity alignment, and affective commitment: Evidence from Indonesia
Sakti Hendra Pramudya ,
Jhanghiz Syahrivar ,
Chairy Chairy
doi: http://dx.doi.org/10.21511/ppm.20(1).2022.35
Problems and Perspectives in Management Volume 20, 2022 Issue #1 pp. 432-444 Views: 2671 Downloads: 538 TO CITE АНОТАЦІЯIn Indonesia, where most business organizations are family-owned, culture influences family employees’ behavior. Filial piety, or honoring the seniors, is considered a significant cultural value that motivates the family employees to be committed to the business. This study aims to test the effect of filial piety on identity alignment, career interest alignment, and affective commitment. Quantitative analysis is conducted to test the hypotheses of this study using purposive sampling based on questionnaire survey responses from 270 junior family business employees. The study employs Partial Least Square-Structural Equation Modelling (PLS-SEM) analysis with the SmartPLS software to test the hypotheses. The test result shows that: 1) filial piety has a positive effect on identity alignment and career interest alignment, 2) identity alignment has a positive effect on affective commitment, and 3) career interest alignment has a positive effect on affective commitment. The study illustrates how filial piety affects junior family employee behavior, an issue that has not been addressed before in Asian family business studies.
Acknowledgment
The publication of this study is supported by Indonesia International Institute for Life Sciences (i3L) LPPM fund. -
Talent management strategies of a public UAE hospital in the Industry 4.0 era: A qualitative analysis
Nabeel Al Amiri ,
Ahlam Abu Shawali
doi: http://dx.doi.org/10.21511/ppm.19(2).2021.02
Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 14-27 Views: 2637 Downloads: 1019 TO CITE АНОТАЦІЯTalents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.
Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.
