Dedy Nugroho, S. M. Ferdous Azam


A critical institution in a society is the hospital as a centre for medical services. There are physicians and nurses in the hospital. Nurses are also expected to enhance nursing performance as the largest health care team. The organisational structure here can only strengthen the perception of some dimensions of job satisfaction, such as the attainment of value. Ali and Zia-ur-Rehman (2014) found a strong link between work design and the performance of employees and job satisfaction that had a positive effect on the performance of employees. The topic of this study is formulated in the title on the basis of the review of the following problems: The influence of organisational structure, work design and competence on the performance satisfaction of nurses at Jakarta Seaport Hospital and Omni Hospital Pulomas. The method of this study is quantitative descriptive research, namely research on data gathered and expressed in the form of numbers. In this report, the target population was as many as 200 nurses at the Jakarta Seaport Hospital and as many as 200 nurses at the Omni Pulomas Jakarta Hospital. Result: Organizational structure (X1) on the satisfaction of the performance of nurses at Omni Hospital Pulomas has a higher impact value than Jakarta Seaport Hospital, while Jakarta Seaport Hospital has a higher impact value for Work Design (X2) on Nurse's Performance Satisfaction (Y) than the Omni Hospital Pulomas in Jakarta, and for the Jakarta Seaport Hospital Competency Variable (X3) (Y). In comparison, Omni Hospital has the effect of competence on the performance satisfaction of nurses (Y). Nurses need to further strengthen their performance and competence and pay more attention to patients' concerns.

JEL: L20; M10; I10

Article visualizations:

Hit counter


organizational structure, work design, competency, job satisfaction

Full Text:



Afsar, B., & Umrani, W. A. (2019). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), 402–428.

Alaaraj, S., Mohamed, Z. A., & Ahmad Bustamam, U. S. (2018). External growth strategies and organizational performance in emerging markets: The mediating role of inter-organizational trust. Review of International Business and Strategy, 28(2), 206–222.

Alferaih, A., Sarwar, S., & Eid, A. (2018). Talent turnover and retention research: The case of tourism sector organisations in Saudi Arabia. Evidence-Based HRM, 6(2), 166–186.

Arar, K., & Abu Nasra, M. (2019). Leadership style, occupational perception and organizational citizenship behavior in the Arab education system in Israel. Journal of Educational Administration, 57(1), 101–116.

Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment. Industrial and Commercial Training, 51(3), 174–183.

Ashraf, M. A. (2019). Influences of working condition and faculty retention on quality education in private universities in Bangladesh: An analysis using SEM. International Journal of Educational Management, 33(1), 149–165.

Buers, C., Karpinska, K., & Schippers, J. (2018). Managers’ retention decisions regarding young intermediate-level educated employees. International Journal of Manpower, 39(2), 254–268.

Campos-García, I., & Zúñiga-Vicente, J. Á. (2019). The impact of a leader’s demographic and professional characteristics on employee motivation: Do they really matter? Employee Relations, 41(1), 119–141.

Chakraborty, D., & Biswas, W. (2020). Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm. Journal of Asia Business Studies, 14(1), 62–90.

Chaudhuri, S., Arora, R., & Roy, P. (2020). Work–Life balance policies and organisational outcomes – a review of literature from the Indian context. Industrial and Commercial Training, 52(3), 155–170.

Che Ahmat, N. H., Arendt, S. W., & Russell, D. W. (2019). Examining work factors after Malaysia’s minimum wage implementation. International Journal of Contemporary Hospitality Management, 31(12), 4462–4481.

Dhanpat, N., Manakana, T., Mbacaza, J., Mokone, D., & Mtongana, B. (2019). Exploring retention factors and job security of nurses in Gauteng public hospitals in South Africa. African Journal of Economic and Management Studies, 10(1), 57–71.

Ghosh, D., Sekiguchi, T., & Fujimoto, Y. (2020). Psychological detachment: A creativity perspective on the link between intrinsic motivation and employee engagement. Personnel Review, 49(9), 1789–1804.

Gupta, V. (2019). Talent management dimensions and its relationship with Generation Y employee’s intention to quit: an Indian hotel perspective. International Journal of Tourism Cities, 6(3), 583–600.

Kichuk, A., Brown, L., & Ladkin, A. (2019). Talent pool exclusion: the hotel employee perspective. International Journal of Contemporary Hospitality Management, 31(10), 3970–3991.

Lee, J. W., & Song, Y. (2019). Promoting employee job crafting at work: the roles of motivation and team context. Personnel Review, 49(3), 689–708.

Liewendahl, H. E., & Heinonen, K. (2020). Frontline employees’ motivation to align with value propositions. Journal of Business and Industrial Marketing, 35(3), 420–436.

Ma, Q. K., Mayfield, M., & Mayfield, J. (2018). Keep them on-board! How organizations can develop employee embeddedness to increase employee retention. Development and Learning in Organizations, 32(4), 5–9.

Marinakou, E., & Giousmpasoglou, C. (2019). Talent management and retention strategies in luxury hotels: evidence from four countries. International Journal of Contemporary Hospitality Management, 31(10), 3855–3878.

Meskelis, S., & Whittington, J. L. (2020). Driving employee engagement: how personality trait and leadership style impact the process. Journal of Business and Industrial Marketing, January.

Mishra, M., & Pandey, A. (2019). The impact of leadership styles on knowledge-sharing behavior: a review of literature. Development and Learning in Organizations, 33(1), 16–19.

Morkevičiūtė, M., & Endriulaitienė, A. (2020). Explaining work motivation through perceived transformational leadership: what to expect in a sample of female employees? Gender in Management, 35(6), 585–599.

Ouakouak, M. L., Zaitouni, M. G., & Arya, B. (2020). Ethical leadership, emotional leadership, and quitting intentions in public organizations: Does employee motivation play a role? Leadership and Organization Development Journal, 41(2), 257–279.

Pandita, D., & Ray, S. (2018). Talent management and employee engagement – a meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185–199.

Rombaut, E., & Guerry, M. A. (2020). The effectiveness of employee retention through an uplift modeling approach. International Journal of Manpower, 41(8), 1199–1220.

Shanker, M. (2019). Recruitment process and its impact on retention of commercial pilots in Indian aviation industry. Business Process Management Journal, 26(3), 736–751.

Shymko, V. (2018). Object field of organizational culture: methodological conceptualization. International Journal of Organizational Analysis, 26(4), 602–613.

Steil, A. V., de Cuffa, D., Iwaya, G. H., & Pacheco, R. C. dos S. (2020). Perceived learning opportunities, behavioral intentions and employee retention in technology organizations. Journal of Workplace Learning, 32(2), 147–159.

Van Jaarsveld, L., Mentz, P. J. (Kobus., & Ellis, S. (2019). Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context: Results from a large-scale quantitative study. International Journal of Educational Management, 33(4), 604–613.

Wiblen, S., & Marler, J. H. (2019). The Human–Technology Interface in Talent Management and the Implications for HRM. 23, 99–116.

Williams, R., Raffo, D. M., & Clark, L. A. (2018). Charisma as an attribute of transformational leaders: what about credibility? Journal of Management Development, 37(6), 512–524.

Zainee, I. A., & Puteh, F. (2020). Corporate social responsibility impact on talent retention among Generation Y. Revista de Gestão, 27(4), 369–392.



  • There are currently no refbacks.

Copyright (c) 2021 Dedy Nugroho, S. M. Ferdous Azam

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2015-2018. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.