The findings are significant for hospital management and health policymakers as healthcare institutions across Indonesia face persistent staffing shortages, rising service demands, and increasing resignation rates among medical personnel.
Growing Hospitals, Shrinking Workforce Stability
Indonesia’s healthcare sector has expanded rapidly over the past decade, driven by population growth, higher health awareness, and the national health insurance system. However, this expansion has also intensified pressure on hospitals to maintain service quality while managing limited human resources.
At Husada Hospital, one of Jakarta’s long-established private hospitals, internal data from 2019 to 2024 showed sharp fluctuations in employee resignations. Turnover among nurses peaked in 2020, while general practitioners recorded their highest resignation rate in 2023. These trends raised concerns about service continuity, patient safety, and escalating recruitment costs.
Against this backdrop, the UKRIDA research team examined whether leadership style, workload, and work motivation could explain why healthcare workers consider leaving their jobs.
How the Study Was Conducted
The study surveyed 170 medical and non-medical employees at Husada Hospital in Central Jakarta who had worked for at least one year. Managers at the middle and top levels were excluded to focus on frontline staff directly involved in patient care and hospital operations.
Data were collected through structured questionnaires and analyzed using a statistical modeling approach that identifies direct and indirect relationships between workplace factors and employee behavior. This allowed the researchers to determine which factors had the strongest influence on employees’ intention to resign.
Clear Patterns in Employee Turnover Intentions
The results revealed a consistent and practical message for hospital leaders:
According to the authors, this means that even highly motivated healthcare workers may still decide to resign if leadership support is weak or workload remains unbalanced.
Leadership and Workload Matter More Than Morale
The study highlights an important shift in how turnover should be understood in hospital settings. Motivation is often viewed as a protective factor, but the findings suggest that structural and relational factors carry greater weight.
Winda Wijaya and colleagues explain that in high-pressure environments like hospitals, emotional security, trust in leadership, and manageable workloads are more critical than individual enthusiasm. Employees may remain motivated in the short term, but prolonged overload and lack of support eventually push them toward resignation.
This insight aligns with global discussions on healthcare worker burnout, where long working hours and insufficient managerial support are repeatedly cited as key drivers of workforce instability.
Practical Implications for Hospital Management
For hospital executives and human resource managers, the implications are direct and actionable:
- Leadership development programs should focus on communication, empathy, and psychological support.
- Workload distribution and shift systems need regular evaluation to prevent chronic fatigue.
- Retention strategies should prioritize organizational structure and leadership behavior, not only motivational incentives.
As the authors emphasize, improving leadership quality and workload management can reduce turnover more effectively than relying on motivational campaigns alone.
Relevance for Health Policy and Public Services
The study also offers valuable input for policymakers. High turnover among healthcare workers threatens service quality and increases operational costs across the health system. Evidence-based retention strategies can help stabilize the workforce and protect patient care outcomes.
By grounding its analysis in real hospital data, this research provides a practical reference for designing workforce policies that address the root causes of turnover in healthcare institutions.
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