Perceived Work Rewards Link Organisational Commitment to Turnover Intention among Non-Permanent Nurses

Abstract

Nurse retention remains a global workforce priority, yet evidence concerning non-permanent nurses in primary healthcare is limited. Organisational commitment and work rewards are established correlates of turnover intention, but the mechanism connecting them has rarely been tested. This study examined the direct association between organisational commitment and turnover intention and the indirect association through perceived work rewards. A facility-based cross-sectional survey included 322 non-civil-service nurses from 15 primary health centres in Muna Regency, Indonesia. Organisational commitment, perceived work rewards, and turnover intention were measured using five-point Likert scales. The focused mediation pathway was tested using partial least squares structural equation modelling and bootstrapping in SmartPLS 4 within the complete dissertation model. Organisational commitment was positively associated with perceived work rewards (β = 0.452; p < 0.001) and negatively associated with turnover intention (β = -0.246; p < 0.001). Perceived work rewards were negatively associated with turnover intention (β = -0.295; p < 0.001). The indirect association was significant (β = -0.133; p < 0.001), indicating complementary partial mediation. Commitment and intention to leave can coexist among non-permanent nurses. Perceived work rewards partly explain this apparent contradiction. Retention strategies should combine fair and predictable financial rewards with recognition, professional development, and management practices that strengthen organisational belonging.