Received: 16 Oct 2017 | Revised: 29 Dec 2017 | Accepted: 5 Jan 2018

DOI: https://doi.org/10.15520/jassh41276

Manuscript Central

Journal of Advances in Social Science and Humanities

2018; 4(1): 36373-36400. DOI: 10.15520/jassh41276

RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT

AND JOB SATISFACTION OF NURSES IN DUBAI HOSPITAL

Sonia Cherian 1 | Ahed J Alkhatib 1 | Megha Aggarwal 1

1
Dubai Hospital, Dubai, UAE
1
University of Science and Technology, Jordan
1
Banasthali University, Rajasthan, India

Corresponding Author ABSTRACT

Sonia Cherian
Dubai Hospital, Dubai, UAE
Email:soniamathen@gmail.com
Introduction: Employees determine the success of an organization. Their
satisfaction and commitment increases effectiveness at both individual and
organizational levels.
Objectives: Objectives were to find the relationship of nurses’ job satisfaction with
their selected demographic characteristics; to find the relationship of nurses’
organizational commitment with their selected demographic characteristics and
finally to evaluate the relationship between nurses’ organizational commitment
towards their organization and their job satisfaction at Dubai hospital.
Methods and Materials: The study undertook an exploratory design to gain an
insight into 380 nurses’ organizational commitment and job satisfaction and their few
selected demographic variables using standardized questionnaire and then examines
the correlation between the nurses’ commitment and job satisfaction.
Results: The majority of nurses (96%) were willing to recommend the organization
to others. 65.2% with 21-25 years of experience verbalized high job satisfaction
levels. 56.6% of nurses with experience between 0 to 5 years wanted to leave the
organization. As experience increased above 21 years, more nurses (65.2%) wanted
to stay. (p= 0.006). Intention to leave organization rises between ages 26 and 45 and
steadily falls thereafter until retirement (p= 0.00). Nurses from all age groups favored
moderate levels of commitment towards the organization (90.8% for Affective,
80.8% for Continuance and 92.4% for Normative Commitment). Significant
relationship was noted between Job satisfaction and Organizational commitment
levels among nurses (p=0.006). Nurses’ total job satisfaction was significantly
related to their affective commitment (p=0.001) and total commitment levels
(p=0.006). Nurses’ total Organizational commitment levels were significantly
correlated to their extrinsic job satisfaction (p= 0.006) and total job satisfaction levels
(p=.0.006).
Conclusion: Nurses’ job satisfaction was significantly related to their affective
commitment and total commitment levels. Also, nurses’ organizational commitment
was significantly correlated to their extrinsic job satisfaction and total job satisfaction
levels.
Keywords: Nurses, Organizational commitment, Job satisfaction
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INTRODUCTION
Employees are a major contributing factor to their
organizational success. Many of the factors
affecting employee behaviors in an organizational
setting are critical and can be supportive or
detrimental to the employee performance.
(Pohlman & Gardiner, 2000). There is Literature
available which, shows that Organizational
commitment and Job satisfaction are two widely
investigated factors which are precedents of
employee’s performance. (Bodla & Danish, 2009);
Bodla & Naeem, 2008a) and (Bodla & Naeem,
2008b)). Rehman et al. (2013) says job satisfaction
is a foremost strife for every organization,
irrespective of whether they are public or private
organizations, in countries highly developed or
underdeveloped Bashir and Ramay (2008)
explained job satisfaction as how employees feel
about different facets of the job. Singh & Pandey,
in 2004 elaborated that since jobs are comprised of
various aspects, the idea of job satisfaction is often
conjured up as a multidimensional build up of
many elements, generally called job satisfaction
facets. Common job satisfaction facets includes
appreciation & promotion, pay & benefits, job
conditions, coworkers, supervision, and
organization’s policies & procedures. The other
important organizational concept examined widely
in managerial literature is organizational
commitment, because of its significance for
organizational performance and effectiveness. It is
also seen that employees who possess higher levels
of affective commitment towards their job/career
are also found to exhibit higher levels of normative
and continuance commitments (Cohen, 1996).
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
Background & Need for study
Employees are among the most important
determinants and leading factors that determine the
success of an organization in a competitive
environment. Fiorita et al., (2007) said that if they
are dealt properly, their commitment can lead to
organizational benefits like increased
effectiveness, decreased absenteeism and turnover,
increased performance and productivity, at both
individual and organizational levels. Employees
who are satisfied with their jobs perform their
duties well and are committed to their job, and
eventually to their organization. Thus, it is very
important that employers know the factors
affecting their employees’ job satisfaction level
would affect the performance of the organization
too (Awang et al., 2010). A study in Shkodra
Municipality, Albania by Suma, S. & Lesha, J
(2013) showed that the employees’ commitment
and job satisfaction were under-researched area
especially in the public sector institutions of
Albania. The study findings indicated that the
satisfaction with work itself, quality of supervision
and pay satisfaction had significant positive
influence on organizational commitment of
municipality employees. A study by El-Salibi B. A
(2012) conducted in the Ministry of health, UAE,
established growing dissatisfaction among public
sector nurses due to the rising demands for
continuing education and professional
development programs, slow promotions,
discrepancies from job description, job settings,
rising workload, shortage of nurses and lack of
acknowledgement. The study recommended to
further probe into any existing relationship
between nurses’ job satisfaction and their
organizational commitment.
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LITERATURE REVIEW
Organizational commitment is the employees’
frame of mind of being committed to facilitate in
the accomplishment of the organization’s goals,
and involves the employees’ levels of
identification, involvement, and loyalty (Caught &
Shadur, 2000). It is an emotional response driven
by employee behavior, belief and attitude; ranging
between very low to very high levels. Another
study in 1976 by J. R. Hackman and G. R. Oldham
said if employees could satisfy their needs at work,
it could lead them to remain devoted to their
organization. Meyer and Allen (1997) identified
three kinds of organizational commitment:
affective, continuance, and normative. Affective
commitment (or moral commitment) happens when
employees cling to the values and goals of the
organization. They become sentimentally attached
to their organization; start feeling intimately
responsible for their organization's success. Meyer
JP, Stanley DJ, Herscovitch L, Topolnyutsky L.
(2002). These employees mostly exhibit positive
work perspectives, higher level of achievement,
and a desire to remain in the organization.
Moreover, studies by J. R. Hackman and G. R.
Oldhamin 1975 and J. P. Meyer, N. J. Allen, and I.
R. Gellatly, in 1990 stressed that affective
commitment was higher among employees who
have their needs met with their organizational
experience when compared to employees who
possess high competencies but not so satisfying
organizational experience. Continuance
commitment happens when the basis of employees’
connection with the organization is their returns,
their efforts and the involved costs if they were to
leave. Allen and Meyer (1990) described
continuance commitment as a type of emotional
association to the organization, which speaks for
the degree of feeling trapped in place a person
experiences because of the high cost involved in
leaving. In other words, it refers to employees’
judgment on whether the expenditure of leaving the
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
organization is greater than that of staying
(Alkahtani 2015). These employees put in their
best efforts only when their benefits meet their
expectations. Normative commitment occurs when
individuals go on with an organization based on the
expected code of conduct or social norms. These
individuals value obedience, foresight, and
formality. Research suggests that similar behaviors
and temperament are displayed by employees with
normative commitment and those with affective
commitment. To sum up, as Suma and Lesha,
(2013) and Meyer et al., (1993) say, affective
commitment happens when employees wants to
stay; continuance commitment happens when the
employees need to stay; and the normative
commitment happens when the employees feel
ought to stay in the organization. Strong evidence
is found from studies on commitment that there is
a positive relationship between affective and
normative commitment and continuance
commitment is negatively related to organizational
outcomes such as performance and citizenship
behavior (Hackett et al., 1994).
Job satisfaction, as stated by Locke E. A. & Henne
D.C. (1986), could be defined as ‘the cheerful
emotional state of mind that occurs in people when
they realize their motives (or values) at work’.
Spector PE (1997) explained job satisfaction as the
way people feel about their work and its various
bearings. It implies the extent of satisfaction or
dissatisfaction in (degree to which people like or
dislike) their job. It is definitely a perspective or
attitudinal variable. Job satisfaction can be viewed
as a global feeling with regard to job or even as a
related forecast of attitudes about different aspects
of job. This global and facet outlook can be utilized
to get a complete depiction of employees’ job
satisfaction. This was further reinforced by a study
by Schermerhorn, in 2000, which referred to job
satisfaction as the positive or negative feel of
employees about their work. It is the attitude
towards the tasks and towards the physical and
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social conditions of the workplace. Job satisfaction
is also a catalyst that leads to high levels of
individual performance and positive work
relationships. Job Satisfaction, in simple terms tells
us how content someone is with regard to his or her
job and the sense of accomplishment they get from
doing it. It can come from the rewards or incentives
one gets as they do their job. Rewards can vary
from a mere feeling of content and gratification, to
monetary gains to the feel of recognition and
prestige at work. While a good pay works well for
some, there are a few who stay satisfied with their
job due to the emotional gratification they get from
simply doing their job (For example: nurses get
greatly encouraged when their patients thank them
with a smile). There are others for whom reputation
and regard works (eg: politicians). Therefore, it is
very important that leaders realize what factors
keep their subordinates motivated, dynamic and
progressive. Some hard working employees will
feel rewarded when they get promoted. Promotion
is a method of staff recognition for their work and
helps them to feel good about their job and the
company. Another aspect of job satisfaction is the
sense of security; the feel of preservation many get
by just knowing their organization is stable. It is
very important for some to feel secure. The
working atmosphere and coworkers also influence
one’s job satisfaction. M. Topa and O. Gider,
(2012) pointed out that absolutely satisfied
employees contribute greater achievement and
value to the growth of their organization.
Job satisfaction and Organizational
Commitment
From way back the Hawthorne studies until the 21st
century, satisfaction towards job and commitment
to organizations have been a hot topic for
discussion amongst academicians and
practitioners. It has increased greatly since then,
due to the significant impact they have on
organization and individual behaviors (Al-Aameri,
2000). It was found that employee satisfaction and
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
commitment are clear indicators to the harmony
between the team of employees and their
management (Tonges et al., 1998). According to
Meyer et al. in 2002, job satisfaction is a
determining factor of organizational commitment.
While organizational commitment refers to
employees’ emotional responses towards their
organization, job satisfaction differs by referring
towards employees’ responses towards their job.
Again, past research study in 1990, by Mathieu &
Zajac found a conclusive correlation between job
satisfaction and organizational commitment. A
direct link between job satisfaction and
organizational commitment was found by Williams
and Hazer (1986), wherein job satisfaction was an
antecedent of organizational commitment. This
thought assumes the fact that an employee’s
orientation towards a particular job precedes his or
her orientation toward the whole organization. But
few other past empirical researches have indicated
a low correlation between job satisfaction,
organization related commitment, and the intention
to leave the organization which suggests that no
direct relationship exists. There are committed,
satisfied employees who think of leaving, and
ambivalent, dissatisfied employees who decide to
steadfastly remain at their jobs (Nunn, 2000;
Norizan, 2012). Kovach (1977) defined that “job
satisfaction is recognized as a component of
organizational commitment”, while other
researchers have clearly stated that job satisfaction
is a predictor of organizational commitment (Porter
et al., 1974; Price, 1977; Spector, 1997). Whether
job satisfaction is a predictor of or a component of
organizational commitment, the differences
between organizational commitment and job
related satisfaction can be viewed in various ways
(Mowday et al., 1982). Several professions have
researched the relationship between organizational
commitment and satisfaction towards job. Most of
these studies whether in the nursing profession or
other professions found a positively significant
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relationship between them (Kirsch, 1990; Al-meer,
1995; Knoop, 1995; Mc Neese-Smith, 1996). Job
satisfaction is more of a response to a specific job
or aspect of a job, while commitment is a more
global response (Weiner, 1980). Mowday et al.,
(1979) too argued that organizational commitment
is a more holistic and general emotional response
to the organization while job satisfaction “reflects
one’s response either to one’s job or to certain
aspects of one’s job”.
Organizational commitment is a bigger indicator
employee’s bond with the organization than to the
specific job tasks or the work environment
(Gardner, 1990). In fact, according to Allen and
Meyer, (1990); Meyer and Herscovitch, (2001),
employees’ emotional attachment to their
organization may arouse a strong personal
commitment and enable them to experience a sense
of belonging. Organizational commitment is less
influenced by daily events than job satisfaction; it
develops more slowly but consistently over time,
and therefore is seen to be a more complex and
enduring construct (Mowday et al., 1979). Job
satisfaction is one of the attitudinal constructs that
has been shown to be related to organizational
commitment (Steers, 1977), but its treatment as an
independent construct should be emphasized. A
number of factors distinguish job satisfaction from
organizational commitment. Thus organizational
commitment focuses on attachment to the
employing organization as a whole, including the
organization’s goals and values, while job
satisfaction focuses on the specific task
environment where an employee performs his or
her duties (Mowday et al., 1979). Organizational
commitment is less influenced by daily events than
job satisfaction; it develops more slowly but
consistently over time, and therefore is seen to be a
more complex and enduring construct (Mowday et
al., 1979). Furthermore, job satisfaction and
organizational commitment do not necessarily
occur simultaneously: it is possible that an
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
employee may exhibit high levels of job
satisfaction without having a sense of attachment
to, or obligation to remain in, the organization.
Similarly, a highly committed employee may
dislike the job he/she is doing (exhibiting low
levels of job satisfaction) (McPhee & Townsend,
1992). While generally research supports a positive
association between commitment and satisfaction
the causal ordering between these two variables
remains both controversial and contradictory
(Martin & Bennett, 1996)
OBJECTIVES:
1. To find the relationship of nurses’ job
satisfaction with their selected demographic
characteristics
2. To find the relationship of nurses’
organizational commitment with their selected
demographic characteristics
3. To evaluate the relationship between nurses’
organizational commitment towards their
organization and their job satisfaction at Dubai
hospital.
Hypotheses
Null Hypothesis related to Objective 1: To find the
relationship of nurses’ job satisfaction with their
selected demographic characteristics
Null Hypothesis H0(1a): There is no significant
relationship between nurses’ age and their job
satisfaction level.
Null Hypothesis H0(1b): There is no significant
difference in the levels of job satisfaction among
nurses working in different specialties in Dubai
Hospital.
Null Hypothesis H0(1c)):. There is no significant
relationship between the nurses’ total work
experience in Dubai Health Authority and their job
satisfaction levels.
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Null Hypothesis H0(1d): There is no relation
between Nurses’ willingness to recommend their
hospital to others and their nationality
Null Hypothesis related to Objective 2: To find the
relationship of nurses’ organizational commitment
with their selected demographic characteristics
Null Hypothesis H0(2a): There is no significant
relationship between the nurses’ age and their
levels of organizational commitment towards the
organization.
Null Hypothesis H0(2b): There is no significant
relationship between the nurses’ educational status
and their levels of organizational commitment.
Null Hypothesis H0(2c): There is no significant
difference in the levels of organizational
commitment among nurses working in different
specialties in Dubai Hospital.
Null Hypothesis H0(2d): There is no significant
relationship between the nurses’ total work
experience in Dubai Health Authority and their
intention to leave the organization.
Null Hypothesis H0(2e): There is no significant
relationship between nurses’ intention to leave the
organization in case of a good offer with respect to
their age.
Null Hypothesis related to Objective 3: To evaluate
the relationship between nurses’ organizational
commitment towards their organization and their
job satisfaction at Dubai hospital.
Null Hypothesis H0(3):: There no significant
relationship between the nurses’ commitment
towards their organization and their job
satisfaction.
Research Design
The study undertook an exploratory design to gain
an insight into nurses’ commitment towards
organization and job satisfaction and their few
selected demographic variables. Secondly, this
research moves to the descriptive research design,
wherein the study uses the traditional Survey
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
method. Using a standardized questionnaire, the
researcher asks questions pertaining to the levels of
commitment towards organization and job
satisfaction among nurses led by the above Nurse
Leaders. Finally, the research examines the
correlation between the nurses’ commitment
towards organization and job satisfaction.
Sample Plan
Research Setting
The study was conducted in a multispecialty public
sector hospital in Dubai, i.e.; Dubai hospital. This
600 bedded hospital is one of the four major
hospitals under Dubai Health Authority. The Dubai
Health Authority (DHA) is a government
organization overseeing the health system in
Dubai, one of the seven emirates in the United Arab
Emirates.
Research Population
The target nurse population in this study includes
all the nurses who work at the bedside in Dubai
Hospital. This group excludes all the Nurse
Leaders (Nurse Supervisors, Charge Nurses and
Shift Incharges) who lead team of nurses. There are
23 inpatient wards and they fall under various
specialties like Critical Care Units, Pediatrics,
Neonatology, Maternity, Surgical, Medical,
Nephrology, Oncology, Hematology, Cardiology
and VIP areas. Besides these, there are day-case
beds for Emergency, Antenatal, Outpatients,
Dialysis, Rheumatology, Infusion centre,
Operation theatres, Cath Lab and Interventional
Radiology departments. Data was collected from
all the Nurses working in these areas except the
Nurse Leaders.
Sample Design
Random Sampling method was used for the
selection of the nurses to test their Organizational
commitment and Job Satisfaction levels. Data on
organizational commitment and job satisfaction
was collected from these 380 nurses (i.e.; 38% of
the remaining 1000 nurses in Dubai Hospital). The
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sample of respondents was classified on the basis
of their age, gender, marital status, country/region,
job title and their specialty and their varying range
of education. The samples were also assessed on
their total nursing experiences and their
experiences in Dubai Health Authority. This
classification will help in ensuring a representative
sample.
RESEARCH METHODOLOGY
380 questionnaires were sent to the nurses in Dubai
hospital, with 380 completed questionnaires being
returned (100% return rate). In addition, the tool
comprised of questions related to demographic
data, to obtain information on nurses’ age, gender,
marital status, country/region and their varying
range of education, their total nursing experiences
and their experiences in Dubai Health Authority,
job title/designation and the specialty they
belonged to. The first tool is the Job Satisfaction
Scale (the Minnesota Satisfaction Questionnaire
(MSQ) short form) This MSQ short form by Weiss
et al., (1967), comprises of 20 questions that focus
on intrinsic as well as extrinsic reinforcement
factors affecting nurses’ attitude. We can score the
form on three separate scales: intrinsic, extrinsic
and general satisfaction. Using a Likert-type scale,
this MSQ form gives alternative of five responses
for each of the 20 questions, ranging from ‘very
dissatisfied’ (score 1) to ‘very satisfied’ (score 5).
Two questions are added in the end; one asks for
their overall job satisfaction level on a scale of 1 to
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
5 (The same Likert scale used above) and the other
asks about their intention to leave the organization.
The second tool is the Organizational
Commitment Scale (OCQ) by Meyer & Allen’s
(1997) utilized by Brown B. B (2003) will be used
to measure organizational commitment. A 7-point
Likert type scale is used to rate three eight-item
components, that ranges starting with strongly
disagree (score of 1) to strongly agree (scored as 7).
The three forms of organizational commitment
(affective, continuance, and normative) are
addressed by questions on interest to continue in
organization, if it is hard to leave organization and
if organization itself deserves employee’s loyalty.
A covering letter and consent form explaining the
nature and purpose of the research and assuring the
respondents of absolute confidentiality
accompanied the above questionnaires. The
respective ward Charge Nurses who had been
enlightened about the purpose of the study, were
assigned to distribute and collect the
questionnaires. The process of distribution and
collection of the questionnaires was conducted
over two weeks and the entire data collection from
all specialties, was completed in a period of one
month. For the purposes of testing the research
hypotheses, a number of statistical techniques were
employed. These included both descriptive and
inferential statistical techniques. The data were
analyzed with the use of the Statistical Package for
the Social Sciences.
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RESULTS AND DISCUSSION

1. An overview of the Nurses’ Demographic Profile

Table 1: Demographic Variables of Nurses N=380

Demographic Categories N %
Variables
Male 39 10.3
Gender Female 341 89.7
18-25 3 0.8
26-35 225 59.2
36-45 100 26.3
Age (in Years) 46-55 40 10.5
56-60 12 3.2
Outpatient Department 18 4.7
Emergency Department & Critical care 74 19.5
Units
Wards /Specialty Operation Theatres 26 6.8
Pediatric units & Neonatal ICU 58 15.3
Surgical Units 41 10.8
Maternity units and clinics 43 11.3
Hematology, Oncology & VIP units, Case 29 7.6
Management
Coronary Care Unit, Cath Lab & 28 7.4
Cardiology units
Medical, Nephrology & Dialysis Units 63 16.6
Non-Local Arabs 20 5.3
Indian 224 58.9
Filipino 126 33.2
Nationality Pakistani 4 1.1
African 6 1.6
Diploma in Nursing 52 13.7
Bachelors in Nursing 314 82.6
Level of Education Masters in Nursing 13 3.4
PhD in Nursing (Or ongoing) 1 0.3
Staff Nurse 368 96.8
Job Title & Assistant Nurse 12 3.2
Designation

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Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
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The Nurse Respondents comprised of Registered
nurses and Assistant nurses in Dubai Hospital.
Among the 380 nurse respondents, 368 were
nurses; they occupied 96.8% of the 380. The rest of
the 3.2% (12 out of 380) were Assistant nurses.
Among these respondents, Table 1 shows that only
10.3 percent (39 nurses) were males and rest of the
89.7% was female nurses (341 nurses). This data
supported the previous findings by the ANA
(American Nurses Association) Fast facts ‘The
Nursing Workforce’ in 2014 stated there were only
11 percent of male nurses licensed between 2010
and 2013. The researcher found that the nurses
population classification under five different age
groups. Largest group nurses (225 out of 380) 59.2
percent were aged between 26 to 35 years of age.
Another 26.3 percent (100 out of 380) were middle
aged between 36 to 45 years. Only 0.8 percent (3
out of 380 nurses) fell under the youngest age
group (18 to 25 years of age). Another small 3.2
percent (12 out of 380) nurses comprised the oldest
age group of 56 to 60 years.
This is contradictory to the ANA findings in 2014
that found as high as a 53 percent of working nurses
over the age of 50 years. Table 1 also explains the
classification of nurses with respect to their
nationality. Again, Indians comprised the largest
proportion (58.9%) of nurses among the 380 nurse
population, which were 224. Filipino nurses made
for the second highest number (126 out of 380, i.e.;
33.2%). 4 out of 380 were from Pakistan and 6 out
380 (1.6%) were from Africa. 20% of the nurses
were Arabs but unlike the Nurse Leader
population, there were neither Emiratis/Locals nor
Iranians among these nurses. The above data is
consistent with the Gulf News Health updates
published in March 2013 that stated only three per
cent of the total nursing workforce in the UAE were
Emiratis. The total figure is expected to reach eight
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
per cent by 2015. Dr Fatima Al Rifai, Board
Secretary and Member of the Council said that
increasing Emirati nurses was a challenge in the
nursing field of the country and it said this could be
done by removing bottlenecks in nursing education
and making the profession attractive with healthy
work environments and benefits, easing licensing,
and increasing federal funding mechanisms to
prepare more nurses. Another executive mentioned
that through laws and provisions, the image of
nursing should change to attract new Emirati nurses
into the profession. In a later article published in
the National – UAE Edition, 2015, the WHO said
the UAE was lagging behind regionally and
globally in the number of nurses and midwives
working in the country. The World Health
Organization’s 2015 World Statistics Report found
the UAE lagging behind with just 31 nursing and
midwifery personnel for every 100,000 population.
In comparison, the other GCC neighbours like
Kuwait has 45 per 100,000, Saudi Arabia has 48,
Oman 53 and Qatar 118. Only Bahrain had a fewer
number (23). The article stated there was a lack of
interest in nursing and midwifery in this country.
The director of nursing and midwifery at Al Ain
Cromwell Hospital said nurses’ work was not well
understood and in the UAE culture they
misunderstood nurses as people who served or even
sadly, as maids. Another hospital administrator at
Brightpoint Royal Women’s Hospital said the
country totally relied on overseas recruitment for
nurses; nurses no longer want to be at the bedside
because they aspire to be in leading positions that
did not require them to work long hours or night
shifts. Nurses also feel that they are not
remunerated sufficiently for the amount of effort
they put into their work, especially since they work
in very high-risk conditions. 3.4 percent (13 out of
380) have completed their Masters and one of the
nurses (0.3%) is working on PhD. 13.7 percent of
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nurses (52 out of 380) are Diploma holders in
Nursing. The researcher found that 314 out of 380
nurses were Degree holders in Dubai Hospital. In
other words, 82.6% of nurses had completed their
Bachelors programme in nursing. This data
supported the previous findings by the ANA
(American Nurses Association) Fast facts ‘The
Nursing Workforce’ in 2014 which stated that 55%
of the nursing workforce held a bachelor’s or
higher and predicted 80 percent of registered nurses
to hold a bachelor’s degree or higher by 2020.

Table 2: Demographic Variables (Experience-Total and in DHA) of Nurses (N=380)

Demographic Variables (Experience Total Experience Experience in DHA
Categories) N % N %
0 – 5 yrs 30 7.9 198 52.1
6 – 10 yrs 179 47.1 61 16.1
11 – 15 yrs 65 17.1 67 17.6
16 – 20 yrs 54 14.2 18 4.7
21 – 25 yrs 15 3.9 23 6.1
26 – 30 yrs 30 7.9 10 2.6
31 – 35 yrs 4 1.1 2 0.5
36 – 40 yrs 3 0.8 1 0.3

In contrast to the leader group, 47.1% nurses
among the 380 respondent nurses had a total
experience between 6 to 10 years.
Surprisingly, more than half of the nurses (52.1%
i.e.; 198 out of 380) had a DHA experience of 0 to
5 years only, which indicated the hospital had a
good bunch of new nurses. The researcher found
that 85.8% of the nurses (328 out of 380) had an
experience range between 0 to 15 years in DHA.
There is a steady fall in the count for a DHA
experience of 16 years and above. The above
findings were in line with very recent news by
Forster, K. (2017) that announced an almost 600
nurses with at least a decade’s experience had left
the profession last year. The Royal College of
Nursing (RCN) said nearly twice (591) as many
senior nurses, who had been working for 10 years
or more, decided to quit the profession last year
compared to 323 during the same period three years
ago i.e.; in 2013-2014. Janet Davies, the RCN’s
chief executive blamed the staff shortages,
relentless pressure and poor pay for the apparent
exodus of experienced nurses as revealed by the
analysis of organization’s membership data.
Data Interpretation for Objective 1, Null
Hypothesis H0(1a): There is no significant
relationship between nurses’ age and their job
satisfaction level.

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Table 3: Age of the Respondent in relation with different types of Job Satisfaction Range
(Intrinsic/Extrinsic/General JS Range) Demographic Variables of Nurses (N=380)
Age of the TOTAL TOTAL TOTAL GENERAL
Respondent INTRINSIC EXTRINSIC RANGE (G)
RANGE (I) RANGE (E)
Low Med Hig Low Med Hig Low Med Hig
h h h
Belo 30 to Abo Below 10 to Abo Belo 3 to 7 Abo
w 30 50 ve 10 25 ve w3 ve 7
50 25
18-25 Count & 0 3 0 0 3 0 0 1 2
yrs % within 0.0% .9% 0.0% 0.0% .8% 0.0% 0.0% .4% 1.4%
TOTAL
I/E/G JS
RANGE
26-35 Count 9 197 19 1 211 13 3 148 74
yrs % within 64.3 60.2 48.7 25.0% 59.4 61.9 75.0 62.7 52.9
TOTAL % % % % % % % %
I/E/G JS
RANGE
36-45 Count 4 85 11 1 94 5 1 61 38
yrs % within 28.6 26.0 28.2 25.0% 26.5 23.8 25.0 25.8 27.1
TOTAL % % % % % % % %
I/E/G JS
RANGE
46-55 Count 1 33 6 2 36 2 0 21 19
yrs % within 7.1% 10.1 15.4 50.0% 10.1 9.5% 0.0% 8.9% 13.6
TOTAL % % % %
I/E/G JS
RANGE
56-60 Count 0 9 3 0 11 1 0 5 7
yrs % within 0.0% 2.8% 7.7% 0.0% 3.1% 4.8% 0.0% 2.1% 5.0%
TOTAL
I/E/G JS
RANGE
Total Count 14 327 39 4 355 21 4 236 140
% within 100. 100.0 100. 100.0 100.0 100. 100.0 100.0 100.
TOTAL 0% % 0% % % 0% % % 0%
I/E/G JS
RANGE
Pearson Chi- .685 .496 .482
Square
Asymptotic
Significance (2-
sided)
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Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
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The above table illustrates the relationship
between age of the Respondent with the ranges of
different types of Job Satisfaction
(Intrinsic/Extrinsic/General). There were 3
respondent nurses from the age group of 18-25 yrs,
225 nurse respondents between age of 26-35 yrs,
100 from age of 36-45 yrs, 40 between age of 46-
55 yrs and 12 responded from age between 56-60
yrs. The youngest group of nurses voted for
medium intrinsic and extrinsic job satisfaction,
nevertheless 2 out of 3 agreed for high general job
satisfaction levels. This is similar to the oldest age
group (55-60 years of age) ; maximum nurses in
this age group claimed to have medium intrinsic-
extrinsic and high general job satisfaction levels. In
contrast, most of the nurses from the rest of age
groups agreed on medium levels of all three types
of job satisfaction. This implies that while the
younger nurses were enthusiastic and eager to
explore and learn, the senior group above 56 was
satisfied having lined up their skills with their jobs,
had greater influence and freedom and hence were
generally more satisfied. Nevertheless, there is no
significant relation between age and job
satisfaction levels (Chi square of all three types of
Job Satisfaction levels > 0.05).
These findings are in line with the news article in
Fortune by Bach, N. (2017) which said it’s the age
that causes to dislike the job when the novelty of
work officially wears off. A survey of more than
2,000 employees by Happiness Works on behalf of
human resource firm Robert Half concluded that
older workers tend to be much more miserable at
work than younger colleagues. It said that one-
third of the survey-takers over 35 found their jobs
stressful, whereas only a quarter of those in the
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
18-35 age bracket felt the same. With fewer years
in the workforce, it is possible that young people
are still optimistic about their career and job
prospects and are not yet burned out. While
workers in later stages of their careers feel they
possess skills that are aligned with their jobs,
exercise greater influence and more freedom at
work, and are tapping their strengths—which can
contribute to happiness. Again, a study by Clark,
A., Oswald, A. and Warr, P. (1996) provided strong
evidence towards a U-shaped relationship between
age and job satisfaction. Young employees felt
satisfied with their job not only because of the
novelty of their situation but also because they felt
pleased to have a job in comparison with their
unemployed peers. However, their expectation
may rise towards middle age, as more of their peer
group finds attractive jobs, with a consequential
decline in their level of job satisfaction. Also, as
workers gain labor market experience, they also
acquire information about the nature of work to
compare against their prior expectations regarding
their own job, and this later comparison may be
dissatisfying. The upward sloping part of the U
shape could come from reduced aspirations,
realizing there were few alternative jobs, older
workers are more satisfied not only because they
are better rewarded but also because they expect
less or because they care less about such
comparisons.
Data Interpretation for Objective 1, Null
Hypothesis H0(1b): There is no significant
difference in the levels of job satisfaction among
nurses working in different specialties in Dubai
Hospital.
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Table 4: Job Satisfaction levels in different Specialties/Complexes in Dubai Hospital (N=380)

SPECIALTIES IN DUBAI HOSPITAL

Mgt Care
Unit, Cath Lab
Oncology, VIP
Department &

Pediatric units

ICUUnits

Nephrology &
& Cardiology

Dialysis Units
units & Case
Hematology,
Critical care
Outpatients

& Neonatal
Emergency

Operation

Maternity
units and
Theatres

Medical,
TOTAL JS

clinics

units
Coronary
Surgical
RANGE

Belo Count 0 0 1 0 1 0 1 0 1
w 40 % within 0.0% 0.0% 3.8% 0.0% 2.4% 0.0% 3.4% 0.0% 1.6%
Specialty

40 – Count 5 36 13 24 16 22 19 8 29
70 % within 27.8 48.6 50.0 41.4 39.0 51.2 65.5% 28.6 46.0
Specialty % % % % % % % %

Abo Count 13 38 12 34 24 21 9 20 33
ve % within 72.2 51.4 46.2 58.6 58.5 48.8 31.0% 71.4 52.4
70 Specialty % % % % % % % %

Tota Count 18 74 26 58 41 43 29 28 63
l
% of Total 4.7% 19.5 6.8% 15.3 10.8 11.3 7.6% 7.4% 16.6
% % % % %

Pearson Chi-Square Asymptotic Significance (2- 0.216

sided)

The hospital is divided into 9 different complexes Lab and Cardiology specialty also voiced high
or specialties; each of these is controlled by a single satisfaction levels. Other specialties like Surgical
Nurse Supervisor and a number of Charge Nurses. units and Pediatric/Neonatal Specialties also had a
The study examined the job satisfaction levels in more number of nurses voting for high levels of
each of the specialty. 74 out of 380 (19.5%) satisfaction. Nurses from two of the specialties
participated from the Emergency and Critical care voiced almost same levels medium and high levels
departments. The second highest participation was of job satisfaction, the Emergency and Critical
by 63 nurses from Medical, Nephrology and Care specialty and the Medical, Nephrology and
Dialysis units. The least number of nurses (18 out Dialysis complex. More nurses from Operation
of 380 i.e.; 4.7%) participated from the Outpatients Theatre, Maternity and Hematology
department; however they had the highest job /Oncology/VIP/Case Management complexes
satisfaction levels (13 out 18 i.e.; 72.2%). 71.4%, showed medium levels of job satisfaction. Very
20 among the 28 nurses from Coronary care, Cath few nurses had low levels of job satisfaction. This
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included one nurse each from Operation Theatre,
Surgical, Hematology/Oncology/VIP/Case
Management and Medical/Nephrology/ Dialysis
complexes. A Chi square value of 0.216 shows the
finding was insignificant. (Value<0.05) Difference
in satisfaction levels in different specialties could
be due to differences in a range of factors like
extent of work/life balance, flexibility in duty/off
schedules relationship with coworkers, educational
assistance available, leadership and management.
Nevertheless, all these departments had some
similar factors like grade, salary, leave and room
for growth. Landy FJ (1989) said the differences in
job satisfaction among different units in an
organization can be diagnostic of potential trouble
spots.
Data Interpretation for Objective 1, Null
Hypothesis H0(1c)): There is no significant
relationship between the nurses’ total work
experience in Dubai Health Authority and their job
satisfaction levels.

Table 5: Job Satisfaction levels with Total experience in DHA (N=380)

TOTAL JS RANGE TOTAL EXPERIENCE IN DHA Total
0-5 6 -10 11 - 15 16 - 20 21 - 25 26 - 30 31 - 35 36 - 40
yrs yrs yrs yrs yrs yrs yrs yrs
Below 40 Count 3 0 1 0 0 0 0 0 4
% within 1.5% 0.0% 1.5% 0.0% 0.0% 0.0% 0.0% 0.0% 1.1%
Total
DHA
Experience
40 - 70 Count 85 28 34 10 8 7 0 0 172
% within 42.9% 45.9% 50.7% 55.6% 34.8% 70.0% 0.0% 0.0% 45.3%
Total
DHA
Experience
Above 70 Count 110 33 32 8 15 3 2 1 204
% within 55.6% 54.1% 47.8% 44.4% 65.2% 30.0% 100.0% 100.0% 53.7%
Total
DHA
Experience
Total Count 198 61 67 18 23 10 2 1 380
% within 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Total
DHA
Experience
% within 52.1% 16.1% 17.6% 4.7% 6.1% 2.6% .5% .3% 100.0%
TOTAL JS
RANGE
Pearson Chi-Square Asymptotic Significance (2-sided) 0.778

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The Chi Square value of 0.778 indicates findings
are insignificant (value >0.05). Although this is
true, there seems a clear pattern between the
nurses’ total work experience in Dubai Health
Authority and their job satisfaction levels. 65.2%
(which is 15 out of 23) with 21-25 years of
experience in DHA voted for high job satisfaction
levels. Again, 55.6% (110 nurses out of 198) from
experience level of 0-5yrs had high levels of job
satisfaction. It was seen that 100% of all between
experiences of 31 to 40 years had high satisfaction
levels. In contrast, 7 out of 10 (70%) of nurses with
an experience of 26-30 years had medium
satisfaction levels. Similarly, more nurses with a
DHA experience of 11 to 20 years agreed on
medium level of job satisfaction. This data
eventually leads us to believe that job satisfaction
levels are high among the novice nurses, dips to
medium levels above 5 years of working and later
tends to rise back to high levels with longer years
of experience.
The above findings were similar to the recent study
conclusions of Riza, S.D., Ganzach, Y. & Liu, Y.
(2015) that people became less satisfied as their
tenure within a given organization increased, yet as
people aged – and transitioned from organization to
organization – their satisfaction increased
Data Interpretation for Objective 1, Null
Hypothesis H0(1d): There is no relation between
Nurses’ willingness to recommend their hospital to
others and their nationality Willingness to
recommend own organization to others is an
important metric related to employee satisfaction.
100 percent of nurses from Pakistan, Africa and
Philippines were willing to recommend the
organization to others. The largest group of
respondents were from India and 96.4 percent of
them were motivated enough to recommend the
hospital to others. 16 out of 20 (80 percent) of the
Non-local Arab nurses also agreed to recommend
Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
SONIA CHERIAN
organization to others. The Chi Square value of
0.00 (<0.05) shows the findings were significant.
Data Interpretation for Objective 2, Null
Hypothesis H0(2a): There is no significant
relationship between the nurses’ age and their
levels of organizational commitment towards the
organization.
Most of the nurses from all age groups favored
moderate levels of commitment towards the
organization; 90.8% for Affective commitment,
80.8% for Continuance commitment and 92.4% for
Normative Commitment. The second largest
number of respondents agreed on high levels of
commitment towards organization (30 nurses
(7.9%) for Affective commitment, 62 nurses
(16.3%) for Continuance commitment and 22
nurses (5.8%) for Normative Commitment).
However, a very small number of 5 nurses (1.3%)
marked low levels of Affective commitment, 11
nurses (2.9%) for Continuance commitment and 7
nurses (1.8%) for Normative commitment. These
were mainly between the ages of 26 to 45 years of
age. Surprisingly, a good number from the same
age group had voted for high levels of commitment
too. The Chi Square values stands insignificant for
all types of commitment levels (all values > 0.05).
Mwangi, K.M. (2014) performed a study among
Police officers in Kenya; the findings indicated that
age and job rank were positively related to
employee commitment. It found the older the
officers are and the higher the ranks they hold, the
more likely they are to continue working in the
police service. In contrast, Jones, A. (2015), carried
out a study on 145 nurses in the state of Alabama,
where he looked at whether nurses from different
generations differ in their levels of organizational
commitment using a questionnaire. Nurses from
different generations showed the same levels of
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organizational commitment. Another study by variables age and organizational commitment to be

Cohen, A. (1993) found the relations between the relatively weak.

Table 6: Cross tabulation of Nurses’ willingness to recommend this hospital to others with respect to
their Nationality (N=380)
Nurses’ willingness to Nationality Total
recommend this

Pakistan
Filipino

African
Indian
Arabs
Local
Non-

hospital to others?

i
No Count 4 8 0 0 0 12
% within 33.30% 66.70% 0.00% 0.00% 0.00% 100.00%
willingness to
recommend
hospital to
others?
% within 20.00% 3.60% 0.00% 0.00% 0.00% 3.20%
Nationality
% of Total 1.10% 2.10% 0.00% 0.00% 0.00% 3.20%
Yes Count 16 216 126 4 6 368

% within 4.30% 58.70% 34.20% 1.10% 1.60% 100.00%

Willingness to
recommend
hospital to
others?
% within 80.00% 96.40% 100.00% 100.00% 100.00% 96.80%
Nationality
% of Total 4.20% 56.80% 33.20% 1.10% 1.60% 96.80%
Total Count 20 224 126 4 6 380
% within 5.30% 58.90% 33.20% 1.10% 1.60% 100.00%
Willingness to
recommend
hospital to
others?
% within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Nationality
% of Total 5.30% 58.90% 33.20% 1.10% 1.60% 100.00%
Pearson Chi-Square Asymptotic Significance (2-sided) 0.000

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Table 7: Age of the Respondent in relation with different types of Organizational Commitment Range
(Affective/Continuance/Normative JS Range) Demographic Variables of Nurses (N=380)
Age of TOTAL TOTAL TOTAL
Respondent AFFECTIVE OC CONTINUANCE NORMATIVE OC
RANGE OC RANGE RANGE
Belo 20-40 Abo Belo 20-40 Above Belo 20-40 Abo
w 20 ve w 20 40 w 20 ve
40 40
18-25 Count 0 3 0 0 2 1 0 3 0
yrs % within 0.0% 100.0 0.0% 0.0% 66.7 33.3% 0.0% 100.0 0.0%
Age % % %
26-35 Count 4 206 15 7 189 29 5 209 11
yrs % within 1.8% 91.6% 6.7% 3.1% 84.0 12.9% 2.2% 92.9 4.9%
Age % %
36-45 Count 1 87 12 3 81 16 1 92 7
yrs % within 1.0% 87.0% 12.0 3.0% 81.0 16.0% 1.0% 92.0 7.0%
Age % % %
46-55 Count 0 37 3 0 28 12 1 37 2
yrs % within 0.0% 92.5% 7.5% 0.0% 70.0 30.0% 2.5% 92.5 5.0%
Age % %
56-60 Count 0 12 0 1 7 4 0 10 2
yrs % within 0.0% 100.0 0.0% 8.3% 58.3 33.3% 0.0% 83.3 16.7
Age % % % %
Count 5 345 30 11 307 62 7 351 22
% within 1.3% 90.8% 7.9% 2.9% 80.8 16.3% 1.8% 92.4 5.8%
Total Age % %
Pearson Chi- 0.731 0.109 0.829
Square
Asymptotic
Significance (2-
sided)

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Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
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Table 8: Nurses’ Education in relation with Organizational Commitment Levels (N=380)

Level of Education TOTAL OC RANGE Total Asymptotic
Below 20 20-40 Above 40 Significance
Diploma in Count 0 49 3 52 (2-sided)
Nursing % within Level of 0.00% 94.20% 5.80% 100.00%
Education
Bachelors in Count 2 296 16 314
Nursing % within Level of 0.60% 94.30% 5.10% 100.00%
Education
Masters in Count 0 12 1 13
Nursing % within Level of 0.00% 92.30% 7.70% 100.00%
Education
PhD in Count 0 1 0 1
Nursing % within Level of 0.00% 100.00% 0.00% 100.00%
Education
Count 2 358 20 380
Total % within Level of 0.50% 94.20% 5.30% 100.00%
Education
Pearson Chi-Square 0.995

holders. Chi Square value of 0.995 (>0.05) proved

Data Interpretation for Objective 2, Null
Hypothesis H0(2b): There is no significant
relationship between the nurses’ educational status
and their levels of organizational commitment.
The above findings reveal that most (94.2%) of the
nurse respondents, irrespective of their education
levels, had moderate commitment levels towards
their organization. 20 out of 380 nurses (5.3%)
marked high commitment levels on the
questionnaire. 16 among them were degree
the findings insignificant. Jones, A. (2015), whose
study findings revealed that the LPNs showed
significantly less affective commitment, that is,
lower feelings of loyalty to their workplace, than
RNs. The study conclusions differed by stressing
that there existed an association between nursing
qualifications and levels of organizational
commitment and it was critical for building
organizational stability and effectiveness, and for
nurse recruitment and retention.
Data Interpretation for Objective 2, Null
Hypothesis H0(2c): There is no significant
difference in the levels of organizational
commitment among nurses working in different
specialties in Dubai Hospital

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Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
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Table 9: Nurses’ Organizational Commitment Levels in Different Specialties/Complexes in Dubai

Hospital (N=380)
SPECIALTIES IN DUBAI HOSPITAL
TOTAL OC RANGE

Medical, Nephrology
Coronary Care Unit,
Oncology, VIP units
Maternity units and
Operation Theatres

Pediatric units &

Cardiology units

& Dialysis Units

Department &

Surgical Units
Neonatal ICU

Hematology,
Critical care

Total
& Case Mgt

Cath Lab &

Outpatients

Emergency

clinics
Count 0 0 0 0 1 0 1 0 0 2
Below 20 % within 0.0% 0.0% 0. 0.0% 50.0 0.0% 50.0% 0.0% 0.0% 100.0%
Total OC 0 %
RANGE %
% of 0.0% 0.0% 0. 0.0% .3% 0.0% .3% 0.0% 0.0% .5%
Total 0
%
20 - 40 Count 18 73 25 52 38 40 28 27 57 358

% within 5.0% 20.4% 7. 14.5% 10.6 11.2% 7.8% 7.5% 15.9% 100.0%
Total OC 0 %
RANGE %
% of 4.7% 19.2% 6. 13.7% 10.0 10.5% 7.4% 7.1% 15.0% 94.2%
Total 6 %
%
Above 40 Count 0 1 1 6 2 3 0 1 6 20
% within 0.0% 5.0% 5. 30.0% 10.0 15.0% 0.0% 5.0% 30.0% 100.0%
Total OC 0 %
RANGE %
% of 0.0% .3% .3 1.6% .5% .8% 0.0% .3% 1.6% 5.3%
Total %
Total Count 18 74 26 58 41 43 29 28 63 380
% within 4.7% 19.5% 6. 15.3% 10.8 11.3% 7.6% 7.4% 16.6% 100.0%
Total OC 8 %
RANGE %
% of 4.7% 19.5% 6. 15.3% 10.8 11.3% 7.6% 7.4% 16.6% 100.0%
Total 8 %
%

Pearson Chi-Square Asymptotic Significance (2-sided) 0.228

The above table shows varying levels of Medical & Nephrology units. The outpatient
commitment among the different specialties of the department and the Operation theatre reflected
hospitals. The highest commitment levels noted comparatively lower commitment levels. However
was in the section of Emergency and Critical care the chi-square value 0.228 (>0.05) implies no
units (19.5%) and the second highest (16.6%) in the significant relation between the two. In contrast, a
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Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
 MANUSCRIPT CENTRAL SONIA CHERIAN

cross-sectional survey of family physicians by
Karsh, B.T., Beasley, J.W. and Brown, R.L. in
2010 said commitment to one's workgroup was
predicted by relationships with one's workgroup.
One of the conclusions were that the strongest
predictors of satisfaction and commitment
variables were variables representing social
relationships, and not time pressure, income, or
autonomy.
Data Interpretation for Objective 2, Null
Hypothesis H0(2d): There is no significant
relationship between the nurses’ total work
experience in Dubai Health Authority and their
intention to leave the organization.

Table 10: The relationship between Nurses’ total experience in DHA and their intention to leave the
organization in case of a good offer

TOTAL EXPERIENCE IN DHA Intention to leave the Total P value

organization in case
of a good offer
No Yes
Count 34 164 198 0.006

0 - 5 yrs

% within Intention to leave the 37.8% 56.6% 52.1%

organization in case of a good offer
6 - 10 Count 14 47 61
yrs % within Intention to leave the 15.6% 16.2% 16.1%
organization in case of a good offer
11 - 15 Count 21 46 67
yrs % within Intention to leave the 23.3% 15.9% 17.6%
organization in case of a good offer
16 - 20 Count 4 14 18
yrs % within Intention to leave the 4.4% 4.8% 4.7%
organization in case of a good offer
21 - 25 Count 10 13 23
yrs % within Intention to leave the 11.1% 4.5% 6.1%
organization in case of a good offer
26 - 30 Count 5 5 10
yrs % within Intention to leave the 5.6% 1.7% 2.6%
organization in case of a good offer
31- 35 Count 1 1 2
yrs % within Intention to leave the 1.1% .3% .5%
organization in case of a good offer
36 - 40 Count 1 0 1
yrs % within Intention to leave the 1.1% 0.0% .3%
organization in case of a good offer
Total Count 90 290 380
% within Intention to leave the 100.0% 100.0% 100.0%
organization in case of a good offer

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Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
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The above table reflects significant relationship (p=
0.006) and exhibits a pattern between the
experience and intention to leave organization.
56.6% of nurses with experience between 0 to 5
years wanted to leave the organization. Almost
equal number (almost 16%) of nurses with 6 to 10
years of experience agreed on intention to stay and
leave. As the experience increased above 21 years,
more nurses wanted to stay. Similar findings were
noted in a recent 2016 study by
Masum, A.K.M. et.al. in Turkey said Intention to
quit was significantly and negatively correlated
with age and experience; the older and more
experienced nurses reported less intention to quit
than younger nurses.
Data Interpretation for Objective 2, Null
Hypothesis H0(2e): There is no significant
relationship between nurses’ intention to leave the
organization in case of a good offer with respect to
their age.

Table 11: The relationship between Nurses’ intention to leave the organization in case of a good offer
and their age
Age of the Respondent Total
18-25 26-35 36 – 46-55 56-60
45 P value
Count 0 43 24 15 8 90 0.000
Intention to % within 0.0% 19.1% 24.0% 37.5% 66.7% 23.7%
leave the No Age of the
organization Respondent
in case of a
good offer Count 3 182 76 25 4 290
% within 100.0% 80.9% 76.0% 62.5% 33.3% 76.3%
Yes Age of the
Respondent
Count 3 225 100 40 12 380
Total % within 100.0% 100.0 100.0 100.0 100.0% 100.0%
Age of the % % %
Respondent

Table 12: Correlation between Total Job satisfaction and Organizational Commitment Levels
Correlations
TOTAL JS RANGE TOTAL OC RANGE

TOTAL JS RANGE Pearson Correlation 1 .140**

Sig. (2-tailed) .006
N 380 380
**. Correlation is significant at the 0.01 level (2-tailed).

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Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
 MANUSCRIPT CENTRAL SONIA CHERIAN

There is higher intention to leave organization
between ages 26 and 45 and steadily falls thereafter
until retirement. The study findings are significant
(Chi-square 0.00). A 2016 study by Masum,
A.K.M. et.al. in Turkey also found significant and
negative correlation between nurses’ intention to
quit and nurses’ age, which was again consistent
with another recent research by Delobelle, et.al. in
2011.
Data Interpretation for Objective 3, Null
Hypothesis H0(3): There no significant
relationship between the nurses’ commitment
towards their organization and their job
satisfaction.
The above values imply significant relationship
between Job satisfaction and Organizational
commitment levels among the Dubai hospital
nurses (2 tailed <0.01). Similar findings were
found by M. Topa and O. Gider in 2012; their study
found a significant and positive relationship was
between job satisfaction and organizational
commitment among nurses and medical secretaries
of three hospitals in Turkey. However, as per Celik
in 2008, these two variables are highly interrelated.
But even when employee have positive feelings
towards their organization, it was still possible for
such employees to be dissatisfied with their jobs in
that organization. Furthermore, it said both job
satisfaction and organizational commitment do not
necessarily occur simultaneously: it is possible that
an employee exhibits high levels of job satisfaction
without having a sense of attachment to, or
obligation to remain in the organization. Similarly,
a highly committed employee may dislike the job
he/she is doing (exhibiting low levels of job
satisfaction) (McPhee & Townsend, 1992).

Table 13: Correlation between Nurses’ Total Job Satisfaction with different types of Organizational
Commitment
Correlations
TOTAL TOTAL TOTAL TOTAL TOTAL
JS AFFECTIVE CONTINUANCE NORMATIVE OC
RANGE OC RANGE OC RANGE OC RANGE RANGE
TOTAL JS Pearson 1 .168** .099 .113* .140**
RANGE Correlation
Sig. (2-tailed) .001 .054 .028 .006
N 380 380 380 380 380
**. Correlation is significant at the 0.01 level (2-tailed).

Nurses’ total job satisfaction was significantly
related to their affective commitment (2 tailed –
0.001) and total commitment levels (2 tailed -.006).
Daneshfard and Ekvaniyan found in their recent
study in 2012 that when organizational
commitment (both affective and normative types of
commitment) increases, jobs satisfaction increases
too. And when organizational commitment
(affective and normative commitment) decrease
faculty member's and mangers job satisfaction
decrease too.

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Sonia Cherian. " Relationship Between Organizational Commitment and Job Satisfaction of Nurses in Dubai Hospital."
Journal of Advances in Social Science and Humanities. 2018; 4(1): 36373-36400.
 MANUSCRIPT CENTRAL SONIA CHERIAN

Table 14: Correlation between Nurses’ Total Organizational Commitment with different types of Job
Satisfaction
Correlations
TOTAL TOTAL TOTAL TOTAL TOTAL JS
OC INTRINSIC JS EXTRINSIC JS GENERAL JS RANGE
RANGE RANGE RANGE RANGE
TOTAL Pearson 1 .085 .141** .079 .140**
OC Correlation
RANGE Sig. (2-tailed) .096 .006 .123 .006
N 380 380 380 380 380

Similarly the study found the nurses’ total
Organizational commitment levels were
significantly correlated to their extrinsic job
satisfaction (2 tailed -.0.006) and total job
satisfaction levels (2 tailed -.0.006). Consistent
findings were noted in a 2013 study by Srivastava,
S. explored and found that Job satisfaction was
positively related to Organizational Commitment.
Similarly, a study by Markovits, Y., Davis, A.J.,
Fay, D & Dick, R.V. (2010) on a sample of 617
Greek employees from the private and public
sectors confirmed that Extrinsic satisfaction and
intrinsic satisfaction were strongly related to
affective commitment and normative commitment.
CONCLUSION
Job satisfaction and organizational commitment
are noteworthy issues that ensure proper nursing
care in healthcare sector. This in turn has a great
impact on customer satisfaction and makes them
wish to refer the hospital to others. The present
study explored the levels of job satisfaction and
commitment towards the organization among the
nurses who were employed in Dubai hospital. The
findings of this study demonstrated the significance
of various demographics like age, education, years
of experience and specialties on the above two
variables. Also, the study focuses to throw light on
the relation between them. Nurses’
total job satisfaction was significantly related to
their affective commitment and total commitment
levels. Similarly the study found the nurses’ total
Organizational commitment levels were
significantly correlated to their extrinsic job
satisfaction and total job satisfaction levels. The
findings of this study were comparable with other
international studies. Low satisfaction and
commitment levels among the nurses hamper the
quality of healthcare services. Consequently,
organizations might suffer from different direct and
indirect factors of satisfaction.
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