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All Journal Global Journal of Health Administration
Pipit Festi
University of Muhammadiyah Surabaya

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Job Satisfaction And Organizational Commitment As Predictors Of Turnover Intention In Hospital Pharmacy Staff yenny haryono; Pipit Festi
Global Journal of Health Administration Vol 1 No 2 (2025): Desember
Publisher : LP2IHKI UMSurabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30651/gjha.v1i2.29565

Abstract

Objective: This study examines the determinants of turnover intention among pharmacy personnel in a private Type C hospital, addressing an underexplored human resource challenge that directly influences service continuity, medication safety, and health equity within hospital settings.  Methods: Using a quantitative cross-sectional design, data were collected from all 30 employees of the Pharmacy Unit at XXX Hospital  using a saturated sampling (total sampling) technique. Data were gathered through a structured and validated questionnaire based on a five-point Likert scale (1 = strongly disagree to 5 = strongly agree). The instrument measured job satisfaction (including satisfaction with work, salary, promotion, supervision, and coworkers), organizational commitment (including emotional attachment, support, and development opportunities), and turnover intention (including intention to leave, job search behavior, and thoughts of quitting), adapted from established theories and prior studies. Multiple linear regression using SPSS was employed to analyze the effects of job satisfaction and organizational commitment on turnover intention.  Results: Job satisfaction shows a significant positive association with turnover intention (β = 1.084; p < 0.001), suggesting that external labor market pull factors may override job satisfaction in high-demand pharmacy professions.  Conclusion: Strengthening organizational commitment, improving career pathways, and mitigating external job pressures are essential for sustaining pharmacy workforce stability in hospitals
Analysis Of Ihsan Values And 360-Degree Evaluation For Talent Mapping At Masyithoh Islamic Hospital Bangil Nanang Riono wahyudi; Pipit Festi; Yudied Rahmat
Global Journal of Health Administration Vol 1 No 2 (2025): Desember
Publisher : LP2IHKI UMSurabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30651/gjha.v1i2.29587

Abstract

Objective: Masyithoh Islamic Hospital (RSI) Bangil applies Sharia-based ethics in human resource (HR) management, with ihsan - the perfection of worshiping Allah as if one were seeing Him - as its guiding principle. Ihsan is operationalized through six indicators: Working Perfectly, Repaying Goodness with Greater Good, Preventing Harm, Future-Oriented Investment, Providing Solutions When Justice Is Not Fulfilled, and Consequence of Faith. This study examined the integration of ihsan-based indicators with 360-degree evaluation as performance appraisal and talent mapping tools.  Methods: Using a descriptive-analytic design With One-way ANOVA test, data were collected from 119 employees through purposive sampling and three waves of talent mapping in October 2025. The 9-Box Talent Grid combined potential (ihsan behavior, analytical-creative, psychological tests) and performance (360° evaluation). Results: showed 64.7% of employees in Box 5 (expected performance, medium potential), with high ihsan potential (82.22) but lower analytical skills (69.60). Only 2.52% demonstrated high potential, while 21.2% were in risk zones. The model proved effective for talent identification, though constrained by analytical capacity, and supports recommendations for upskilling and succession planning to strengthen organizational performance.  Conclusion: The study confirms that integrating Ihsan values with 360-degree evaluation is effective for talent mapping at Masyithoh Islamic Hospital Bangil. Employees showed strong Ihsan potential but weaker analytical skills, placing most in medium-potential categories. This model highlights the value of Sharia-based ethics in HR management and underscores the need for targeted upskilling and succession planning to enhance organizational performance.
Co-Authors Nanang Riono wahyudi yenny haryono Yudied Rahmat