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How organizational commitment shapes IPC execution through job satisfaction among infection prevention and control
Lu Wang1, Qianning Wang2, Zhen Qin3
1Department of Nursing, Hubei University of Traditional Chinese Medicine, Wuhan, Hubei, China.
Background:
Healthcare-associated infections underscore the critical role of infection prevention and control (IPC), a concern sharpened by the COVID-19 pandemic. Although organizational commitment and job satisfaction are recognized drivers of IPC compliance, their combined association with IPC execution and the mechanism linking them remain insufficiently understood. This study quantitatively examined the association between organizational commitment and IPC self-reported execution (SR-execution), with job satisfaction as a mediator.
Methods:
A cross-sectional study was conducted among 394 IPC professionals from 231 hospitals in Hubei Province, China. Organizational commitment comprised value, effort, and retention commitment (Cronbach's α = 0.994); job satisfaction comprised coworker relationships, professional opportunities, praise and recognition, and extrinsic rewards (Cronbach's α = 0.971); and IPC self-reported execution (SR-execution) comprised motivation, process, and outcomes (Cronbach's α = 0.975). All items were rated on a five-point Likert scale. Structural equation modeling (SEM) was used to assess the proposed mediation framework.
Results:
The SEM demonstrated acceptable fit (χ2/df = 3.482, RMSEA = 0.079, CFI = 0.918, TLI = 0.906, IFI = 0.918, PGFI = 0.666). Organizational commitment was positively associated with job satisfaction (β = 0.628, p < 0.001) and IPC SR-execution (β = 0.556, p < 0.001). Job satisfaction was positively associated with IPC SR-execution (β = 0.307, p < 0.001). Job satisfaction significantly mediated the association between organizational commitment and IPC SR-execution (β = 0.193, SE = 0.052, 95% CI = 0.094-0.295), accounting for 25.78% of the total effect.
Conclusion:
Organizational commitment was positively associated with IPC SR-execution, and job satisfaction was a key mediator. These findings identify modifiable organizational factors that may strengthen IPC professionals' implementation of IPC practices.
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