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A cross-sectional path analysis of turnover intentions among Philippine radiographers
1School of Nursing and Allied Medical Sciences, Holy Angel University, Angeles City, Philippines; Department of Medical Imaging, Bataan General Hospital and Medical Center, Balanga City, Bataan, Philippines.
Introduction:
Radiographer turnover poses a major challenge for healthcare systems, especially in low-to-middle-income countries like the Philippines. Shortages are worsened by low licensure pass rates, limited career advancement, and uneven workforce distribution. This study offers the first model-based analysis of turnover intention predictors among Filipino radiographers, addressing a critical gap in allied health workforce research.
Methods:
A cross-sectional survey was conducted among 239 licensed radiographers in various Philippine healthcare settings. Validated measures assessed measured supervisory coaching behavior, job satisfaction, job performance, organizational commitment, career commitment, and turnover intention. Structural path analysis using JASP assessed direct effects, with model fit evaluated via Comparative Fit Index (CFI), Tucker-Lewis Index (TLI), Root Mean Square Error of Approximation (RMSEA), and Standardized Root Mean Square Residual (SRMR).
Results:
The model showed excellent fit (CFI = 1.000, TLI = 1.000, RMSEA = 0.000, SRMR ≈ 0.000). Organizational commitment was the strongest negative predictor of turnover intention (β = -0.645, p < .001), followed by career commitment (β = -0.206, p < .001) and job satisfaction (β = -0.146, p = 0.002). While supervisory coaching and job performance were significantly correlated with turnover intention, they were not direct predictors in the model.
Conclusions:
This study offers new evidence that affective and motivational factors, particularly organizational and career commitment, are more crucial to retention than performance metrics. It emphasizes the importance of fostering emotional investment and professional identity in healthcare staff.
Implications For Practice:
Healthcare leaders should develop strategies that strengthen organizational belonging, career development, and satisfaction to reduce attrition. The results support context-specific retention policies and point to the need for future longitudinal research on indirect effects and trends.
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