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The effects of health worker motivation and job satisfaction on turnover
intention in Ghana: A cross-sectional study
Article  in  Human Resources for Health · August 2014
DOI: 10.1186/1478-4491-12-43 · Source: PubMed
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Bonenberger et al. Human Resources for Health 2014, 12:43
http://www.human-resources-health.com/content/12/1/43RESEARCH Open AccessThe effects of health worker motivation and job
satisfaction on turnover intention in Ghana: a
cross-sectional study
Marc Bonenberger1,2*, Moses Aikins3, Patricia Akweongo3 and Kaspar Wyss1,2Abstract
Background: Motivation and job satisfaction have been identified as key factors for health worker retention and
turnover in low- and middle-income countries. District health managers in decentralized health systems usually
have a broadened ‘decision space’ that enables them to positively influence health worker motivation and job
satisfaction, which in turn impacts on retention and performance at district-level. The study explored the effects of
motivation and job satisfaction on turnover intention and how motivation and satisfaction can be improved by
district health managers in order to increase retention of health workers.
Methods: We conducted a cross-sectional survey in three districts of the Eastern Region in Ghana and interviewed
256 health workers from several staff categories (doctors, nursing professionals, allied health workers and
pharmacists) on their intentions to leave their current health facilities as well as their perceptions on various aspects
of motivation and job satisfaction. The effects of motivation and job satisfaction on turnover intention were
explored through logistic regression analysis.
Results: Overall, 69% of the respondents reported to have turnover intentions. Motivation (OR = 0.74, 95% CI: 0.60
to 0.92) and job satisfaction (OR = 0.74, 95% CI: 0.57 to 0.96) were significantly associated with turnover intention
and higher levels of both reduced the risk of health workers having this intention. The dimensions of motivation
and job satisfaction significantly associated with turnover intention included career development (OR = 0.56, 95% CI:
0.36 to 0.86), workload (OR = 0.58, 95% CI: 0.34 to 0.99), management (OR = 0.51. 95% CI: 0.30 to 0.84), organizational
commitment (OR = 0.36, 95% CI: 0.19 to 0.66), and burnout (OR = 0.59, 95% CI: 0.39 to 0.91).
Conclusions: Our findings indicate that effective human resource management practices at district level influence
health worker motivation and job satisfaction, thereby reducing the likelihood for turnover. Therefore, it is worth
strengthening human resource management skills at district level and supporting district health managers to
implement retention strategies.
Keywords: Motivation, Job satisfaction, Turnover intention, Retention, Health worker, Human resource
management, Rural and remote areas, Ghana* Correspondence: marc.bonenberger@unibas.ch
1Swiss Centre for International Health, Swiss Tropical and Public Health
Institute, Socinstrasse 57, Basel 4002, Switzerland
2University of Basel, Basel, Switzerland
Full list of author information is available at the end of the article
© 2014 Bonenberger et al.; licensee BioMed Central Ltd. This is an Open Access article distributed under the terms of the
Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0), which permits unrestricted use,
distribution, and reproduction in any medium, provided the original work is properly credited. The Creative Commons Public
Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this
article, unless otherwise stated.
Bonenberger et al. Human Resources for Health 2014, 12:43 Page 2 of 12
http://www.human-resources-health.com/content/12/1/43Background
Improving the retention of the health workforce in rural
and remote areas is of concern for all countries worldwide
[1]. Improved retention of health workers contributes to
the provision of quality health care because it builds up
competencies, optimizes team relations, and strengthens
the relationship of health workers with local communities
[2]. In contrast, poor retention or high staff turnover nega-
tively affects health care by increasing workload, undermin-
ing team morale, creating disruptions and inefficiencies in
work processes, and causing a loss of institutional know-
ledge [3].
Several factors influence the decision of health workers
to stay in or leave their posts. Among these are low pay,
poor career structures, lack of opportunities for post-
graduate training, and inadequate working and living
conditions [4-7]. The challenge of retaining health
workers is greatest in rural and remote areas, because
health practitioners in these areas often face higher
workloads, unsustainable work environments, and poor
infrastructure, causing them to leave the workplace in
search of more satisfactory working and living condi-
tions in urban areas or abroad [8].
This study was carried out within the framework of
the health human resource management (HRM) inter-
vention ‘Supporting decentralized management to im-
prove health workforce performance in Ghana, Uganda
and Tanzania (PERFORM)’. The intervention aims at
identifying ways of strengthening district management in
order to address health workforce inadequacies by im-
proving health workforce performance in sub-Saharan
Africa. By taking into account national and local human
resource (HR) and health system (HS) policies and
practices already in place, ‘bundles’ of HR/HS strategies -
such as task shifting, training, supervision and monitor-
ing - are developed with respect to specific health work-
force problems in the study districts. These strategies
must be feasible within the context and affordable within
the districts’ budgets to strengthen priority areas of
health workforce performance [9].
Typically, an important share of HRM activities takes
place at district level. In countries with implemented
health sector decentralization policies, district health
managers have, as Bossert [10] calls it, a broadened ‘de-
cision space’, which refers to effective decision-making
or range of choice within the various functions of
finance, service organization, HR, targeting and govern-
ance. Although key functions of HRM - such as recruit-
ment, remuneration patterns, and promotion - often
remain highly centralized [11], district health managers
in decentralized contexts have the potential to improve
retention and performance outcomes in their districts.
Their powers include exact posting and performance
management such as in-service training, supportivesupervision, and staff appraisal [12-14]. Generally, it is
assumed that these aspects result in lower turnover re-
spectively improved retention at district level.
Work motivation and job satisfaction have been identi-
fied as key factors of health worker retention and turn-
over in low- and middle-income countries (LMICs)
[15-21]. Motivation has been described as a set of psy-
chological and transactional processes: psychological,
because it gives behaviour purpose and direction; trans-
actional, because it is the result of the interactions be-
tween individuals and their work environment [22]. The
conceptual framework of health worker motivation pro-
posed by Kanfer [23] and Franco et al. [24] describes
these motivational processes as being affected by deter-
minants of motivation (for example, incentives, values,
expectations) and mediated into motivational outcomes
such as performance and job satisfaction.
As motivation per se cannot be observed directly [25],
previous research has concentrated on the determinants
and outcomes of motivation [13,15,26]. Willis-Shattuck
et al. [15] conducted a systematic review on motivation
and retention in LMICs and identified monetary and
non-monetary incentives as core factors affecting motiv-
ation and retention in these countries. This is in line
with the World Health Organization (WHO), which rec-
ommended a mix or ‘bundle’ of interventions in the
areas of education, regulation, financial incentives, and
professional and personal support in order to improve
retention of health workers in rural and remote areas
[1]. Many of these interventions are targeting at improv-
ing health worker motivation, job satisfaction and
performance.
Job satisfaction is a frequently studied motivational out-
come in health systems research. Due to its relation to
performance and turnover, it is of concern to researchers
and health service managers alike [27-29]. As Lu et al.
[26] have pointed out, job satisfaction depends both on
the nature of the job and on the expectations health
workers have of what their job should provide, and is thus
the affective orientation that employees have towards their
work. Job satisfaction can be measured globally or in a
multi-faceted way, with the former approach being used
when the interest is on overall attitude toward the job,
and the latter when specific aspects of job dissatisfaction
are evaluated [28]. Important facets of job satisfaction hav-
ing been identified in previous research include salary and
benefits, career development, in-service training, work re-
lationships, management, work environment, recognition
and supervision [19,30-32].
So to explore health worker motivation and job satis-
faction and their effects on turnover intention, we con-
ducted a cross-sectional survey in three districts of the
Eastern Region in Ghana. A better knowledge of factors
that impact on workforce performance was needed in
Bonenberger et al. Human Resources for Health 2014, 12:43 Page 3 of 12
http://www.human-resources-health.com/content/12/1/43order to inform district health managers who are essen-
tial at the operational level of health systems and im-
portant drivers for performance outcomes in their
districts.
Methods
Study setting
The study was carried out in the Eastern Region of Ghana
in the Akwapim North, Upper Manya Krobo and Kwahu
West districts. Akwapim North is a mostly rural district
also containing some towns and is located in the proximity
of Ghana’s capital, Accra, as well as the region’s capital
Koforidua. Subsistence and commercial farming is the pre-
dominant occupation, although manufacturing, extractive
industries and small-scale industries also exist [33]. In
KwahuWest, around 50% of the population is concentrated
in the district capital Nkawkaw, a well-known commercial
town. The rest of the settlements are small communities lo-
cated mainly along the Accra-Kumasi Highway that crosses
the district. Although about 50% of the population are sub-
sistence farmers, trade and commerce are also important
occupations [34]. Upper Manya Krobo is predominantly
rural and is regarded as one of the highly underdeveloped
districts in the Eastern Region with poor infrastructure.
The district comprises Asesewa, a small town and the cap-
ital of the district, and 198 rural communities. Around 80%
of the population consists of subsistence farmers and fisher-
men, the rest mainly engage in commerce and small-scale
industries [35].
A total of 939 public and private non-profit health
workers were working in the study districts during data
collection in 2012, including administrative and support
workers such as accountants and labourers. The majority
of these health workers were working in two public hos-
pitals and one private faith-based non-profit hospital.
The rest were distributed between the 22 health centres,
and 37 Community-based Health Planning and Services
(CHPS) facilities.
CHPS is a primary health care programme in Ghana,
which was pilot-tested in the early 1990s and then
rolled-out as a national policy from the late 1990s on-
wards in order to increase health service accessibility of
people living in rural and remote areas [36,37]. CHPS fa-
cilities are staffed by community health nurses (CHN)
who provide mobile doorstep health services to commu-
nity residents.
Data collection instrument
We used a structured questionnaire to collect quantita-
tive data on motivation, job satisfaction and turnover
intention. In order to measure turnover intention we
asked health workers, whether they had intentions to
leave their current health facility, for which only dichot-
omous responses (yes/no) were possible. Job satisfactionwas measured with an instrument, which - on the basis
of the Measure of Job Satisfaction (MJS) [38] and the
Job Descriptive Index (JDI) [39] - was originally devel-
oped by Fournier et al. [40] for application in Mali. The
tool was then developed further and validated for re-
search on job satisfaction of various types of health care
workers in francophone Western Africa [19,41]. For the
present study we used the version published by Rouleau
et al. [19]. As the instrument was originally written in
French, we translated the questions into English. The in-
strument was composed of 39 5-point Likert-scale items,
ranging from 1, very unsatisfied, to 5, very satisfied, and
were grouped into 9 facets of job satisfaction, namely
‘remuneration’, ‘work environment’, ‘workload’, ‘tasks’,
‘working relations’, ‘in-service training’, ‘management’,
‘morale’, and ‘job security’.
For the measurement of motivation, we used the in-
strument from Mbindyo et al. [42], who adapted it from
Bennett et al. [25] and Kanfer [23] to measure motiv-
ation in district hospitals in Kenya. The instrument was
recently validated by Mutale et al. [43] for the use at
community level in Zambia. The instrument was com-
posed of 23 5-point Likert-scale items, ranging from 1,
fully disagree, to 5, fully agree, and where grouped into 7
motivational outcome constructs, namely ‘general motiv-
ation’, ‘burnout’, ‘job satisfaction’, ‘intrinsic job satisfac-
tion’, ‘organizational commitment’, ‘conscientiousness’,
and ‘timeliness’. For the ‘job satisfaction’ construct, we
used the overall job satisfaction score instead of the ori-
ginal items of the motivation instrument as described by
Mbindyo et al. [42]. This was done in order to decorticate
the relationship between motivation and job satisfaction
in our motivation construct, where job satisfaction is an
outcome.
We pretested the questionnaire in the Eastern Re-
gional Hospital in Koforidua, during which we focused
particularly on the comprehensibility and relevance of
the questions for all types of health workers included in
the study. The questionnaire was reviewed after the pre-
test, mainly to localize some of the demographic and
work-related questions to the Ghanaian context. In
order to ensure consistency across interviewers the pre-
test was also used to train field assistants on interview
techniques.
Sampling strategy and data collection
The sampling was based on a staff inventory such as
established by District Health Management Teams
(DHMTs). We did not include the administrative and
support workforce and based the sampling on a list con-
taining 626 clinical, nursing, midwifery, and pharmacy
staff, and the allied health staff. Based on Cochran’s sam-
ple size formula for categorical data we estimated the re-
quired sample size to be around 300.
Bonenberger et al. Human Resources for Health 2014, 12:43 Page 4 of 12
http://www.human-resources-health.com/content/12/1/43In order to receive a representative sample of the three
districts, we applied a systematic sampling strategy for
which we reordered the list alphabetically by health facil-
ity and then selected every second health worker from
this list. When a health worker was not present at a
health facility when the study team arrived or refused to
participate in the study, we selected the next person
from the list. When this person was also not available
for one or the other reason we did not choose another
participant.
Data collection was carried out between September and
November 2012 by the lead author and two field assis-
tants. In total, we interviewed 256 health workers in 59 of
the 62 (95%) health facilities in the three study districts.
The majority of the interviewed health workers were
working in the 3 district hospitals (n = 158), the rest
worked in health centres and CHPS facilities (n = 98) at
subdistrict level. Most of the visited facilities were public
health facilities of the Ghana Health Service (GHS). Only
the district hospital of KwahuWest belonged to the Chris-
tian Health Association of Ghana (CHAG), a faith-based
private non-profit organization.
Statistical analysis
We entered the data using Epi Info 7 and used STATA
13 (STATA Corp., College Station, TX, USA) for the
statistical analysis. Because we were only interested in
voluntary turnover, we excluded from the analysis health
workers who expressed turnover intention due to retire-
ment (n = 28). Missing data and ‘do not know’-responses
were imputed with the mean score of the respective
items. As some of the statements of the motivation in-
strument were negatively worded, we reversed responses
to negative items so that higher scores indicated dis-
agreement to these statements.
We conducted two separate factor analyses in order to
confirm the latent factors reported by Rouleau et al. [19]
and Mbindyo et al. [42]. The nine latent factors of the
job satisfaction instrument as well as the seven factors of
the motivation instrument were confirmed. However,
items loading under two factors of the job satisfaction
instrument could rather be described as ‘career develop-
ment’ and ‘supervision’, for which reason we dropped
‘job security’ and ‘working relations’ as used in the ori-
ginal instrument and retained the newly identified fac-
tors (see Additional files 1 and 2 for the results of the
factor analyses).
In the univariate analysis we tested for statistically sig-
nificant associations using Chi-square tests for binary
and categorical variables. The Wilcoxon rank-sum test
and the Kruskal-Wallis test were used to examine differ-
ences of numeric variables between two or more groups,
as appropriate. Spearman’s rank correlation was used to
assess the relationship between turnover intention andthe overall motivation and job satisfaction scales as well
as their respective subscales. We also conducted several
univariable logistic regression analyses to assess associa-
tions of turnover intention with motivation, job satisfac-
tion, and demographic and work-related characteristics.
For the multivariate analysis we fitted several multiple
logistic regression models by applying a combination of
forward stepwise logistic regression and purposeful se-
lection of variables. We included all variables in the for-
ward stepwise regressions, which we found to be
significantly associated with turnover intention in the
univariate analysis. The significance level for entering a
variable into the models was set to 0.15, and to 0.2 for
removal from the models. We then fitted logistic regres-
sion models by including all variables that had been
found through stepwise selection and assessed the sig-
nificance of these variables through Wald-P statistics.
All variables with P ≥ 0.05 were eliminated from the
models. We controlled for confounding by re-entering
all excluded variables, which had marked effects on the
coefficients (Δβ̂ > 20%) of the variables remaining in the
models. In all multiple logistic regression models, pro-
fession, type of facility and district were retained as fixed
effects.Ethical considerations
As PERFORM is coordinated by the Liverpool School of
Tropical Medicine (LSTM), ethical clearance for the whole
study was obtained from the Research Ethics Committee of
LSTM (ID Number: 12.09). For the present study we ob-
tained additional ethical clearance from the Ghana Health
Service Ethical Review Committee (ID Number: GHS-ERC:
13/05/12). We sought written informed consent before
interviewing any of the respondents. We anonymized all
personal data by assigning ID numbers to the study partici-
pants. Only these numbers were used on the question-
naires, for data entry, and in the subsequent analysis
instead of names.Results
Characteristics of the health workforce
Table 1 presents the characteristics of the health workforce,
with comparisons made between districts. The majority of
the health workers consisted of females (82.4%) and per-
sons aged under 40 years (64.9%). There was a noticeable
shortage of middle-aged health workers in Upper Manya
Krobo, as most respondents were below 30 years of age
(67.9%), indicating problems with attraction and retention
of experienced health professionals. Work experience was
rather low as median time spent in the profession by health
workers across all districts was four years, ranging between
two years (Upper Manya Krobo) and six years (Kwahu
West). The majority of all health workers worked 3 years
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Table 1 Characteristics of the health workforce
District, n (%)
Demographic and work-related characteristics All respondents Akwapim North Upper Manya Krobo Kwahu West Pb
(n = 256), n (%) (n = 91, 36%) (n = 53, 21%) (n = 112, 44%)
Female gender 211 (82.4) 74 (81.3) 43 (81.1) 94 (83.9) 0.855
Age (years)
< 30 121 (47.3) 37 (40.7) 36 (67.9) 48 (42.9) 0.038a
30 to 39 45 (17.6) 17 (18.7) 6 (11.3) 22 (19.6)
40 to 49 23 (9.0) 9 (9.9) 1 (1.9) 13 (11.61)
≥ 50 67 (26.2) 28 (30.8) 10 (18.87) 29 (25.9)
Marital status
Single 108 (42.4) 39 (42.9) 36 (67.9) 33 (29.7) < 0.001a
Married 128 (50.2) 46 (50.6) 15 (28.3) 67 (60.4)
Divorced/widowed 19 (7.5) 6 (6.6) 2 (3.8) 11 (9.9)
Qualification
Certificate 183 (71.5) 68 (74.7) 43 (81.1) 72 (64.3) 0.005a
Diploma 47 (18.4) 9 (9.9) 9 (17.0) 29 (25.9)
Higher 23 (10.2) 14 (15.4) 1 (1.9) 11 (9.8)
Years in profession, median 4 4 2 6 0.001ac
Years working in current health facility
≤ 1 79 (30.9) 33 (36.3) 27 (50.9) 19 (17.0) < 0.001a
> 1 and≤ 3 57 (22.3) 20 (22.0) 15 (28.3) 22 (19.6)
> 3 and≤ 5 35 (13.7) 11 (12.1) 5 (9.4) 19 (17.0)
> 5 85 (33.2) 27 (29.7) 6 (11.3) 52 (46.4)
Type of health facility
Hospital 158 (61.7) 50 (55.0) 24 (45.3) 84 (75.0) < 0.001a
Health centre/CHPS 98 (38.3) 41 (45.0) 29 (54.7) 28 (25.0)
Profession
Doctors 11 (4.3) 4 (4.4) 1 (1.9) 6 (5.3) 0.004a
Nursing professions 212 (82.9) 74 (81.4) 49 (92.5) 89 (79.4)
Registered nurses 48 (18.8) 17 (18.7) 9 (17.0) 22 (19.6)
Midwives 34 (13.3) 11 (12.1) 7 (13.2) 16 (14.3)
Auxiliary nurses 34 (13.3) 16 (17.6) 10 (18.9) 8 (7.1)
CHNs 63 (24.6) 21 (23.1) 22 (41.5) 20 (17.9)
Health care/ward assistants 33 (12.9) 9 (9.9) 1 (1.9) 23 (20.5)
AHW/Pharmacists 33 (12.9) 13 (14.2) 3 (5.7) 17 (15.2)
astatistical significance P < 0.05; bChi-square test; cKruskal-Wallis test.
CHPS: Community-based Health Planning and Services; CHN: community health nurse; AHW: allied health worker.or less in their current health facility (53.2%), with the
majority of respondents from Upper Manya Krobo
working only 1 year or less in their present facility
(50.9%). About 72% of the health workforce working in
the 3 study districts had a certificate, 18% had a diploma
and 10% had earned a higher degree (bachelor’s, mas-
ter’s or doctoral degree). About 62% of the health work-
force worked in one of the three district hospitals and
38.3% in health centres or CHPS facilities. With 82.9%,
the nursing and midwifery professions were the mostavailable cadres in the districts’ health systems and doc-
tors were the least available with 4.3% of the workforce.
Motivation and job satisfaction mean scores and turnover
intention
Table 2 shows the overall motivation and job satisfaction
mean scores as well as the means of their respective sub-
scores, with comparisons made between persons with
and without turnover intention. Health workers achieved
an overall motivation mean score of 3.65 (out of 5).
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Table 2 Motivation and job satisfaction mean scores and their relation to turnover intention
Turnover intention, mean ± SD
Scales and subscales Total (n = 228) mean ± SD Yes (n = 157, 69%) No (n = 71, 31%) Pc
Overall motivation score 3.65 ± 0.38 3.58 ± 0.38 3.81 ± 0.31 < 0.001a
Job satisfaction 3.15 ± 0.46 3.08 ± 0.49 3.30 ± 0.37 0.001a
Burnout 3.29 ± 0.99 3.20 ± 0.99 3.49 ± 0.95 0.02a
General motivation 3.30 ± 0.86 3.21 ± 0.88 3.52 ± 0.77 0.008a
Organizational commitment 3.31 ± 0.75 3.14 ± 0.76 3.68 ± 0.57 < 0.001a
Intrinsic job satisfaction 4.02 ± 0.51 3.97 ± 0.57 4.13 ± 0.35 0.036a
Timeliness and attendance 4.15 ± 0.53 4.13 ± 0.53 4.20 ± 0.54 0.263
Conscientiousness 4.35 ± 0.42 4.35 ± 0.43 4.35 ± 0.41 0.929
Overall job satisfaction scoreb 3.15 ± 0.46 3.08 ± 0.49 3.30 ± 0.37 0.001a
Remuneration 2.12 ± 0.72 2.07 ± 0.69 2.25 ± 0.77 0.16
Career development 2.58 ± 0.94 2.47 ± 0.93 2.82 ± 0.94 0.008a
Management 2.76 ± 0.83 2.65 ± 0.85 2.98 ± 0.75 0.008a
Work environment 2.87 ± 0.76 2.79 ± 0.75 3.06 ± 0.76 0.012a
Workload 3.12 ± 0.79 3.07 ± 0.83 3.21 ± 0.69 0.304
In-service training 3.53 ± 0.90 3.52 ± 0.92 3.56 ± 0.86 0.843
Tasks 3.67 ± 0.71 3.61 ± 0.74 3.81 ± 0.61 0.028a
Supervision 3.81 ± 0.71 3.75 ± 0.74 3.94 ± 0.64 0.085
Morale 3.85 ± 0.63 3.75 ± 0.67 4.06 ± 0.46 0.001a
astatistical significance P < 0.05;
ball subscales refer to satisfaction with the dimensions under review;
cWilcoxon rank-sum test.
Maximum score is 5. A higher score indicates higher levels of motivation and job satisfaction.With regard to the motivation subscores, the lowest
mean scores were reached in job satisfaction (3.15) and
burnout (3.29) and the highest mean scores in timeliness
and attendance (4.15), and conscientiousness (4.35).
Concerning job satisfaction, health workers achieved an
overall job satisfaction mean score of 3.15 (out of 5).
The least job satisfaction mean subscores were remuner-
ation (2.12) and career development (2.58). The highest
mean subscores were reached in the areas of supervision
(3.81) and morale (3.85).
Overall, 69% (95% CI, 63 to 75) of the respondents in the
3 study districts reported to have intentions to leave their
current health facility. When comparing the mean job satis-
faction and motivation scores and subscores according to
turnover intention, significant differences (P < 0.05) indi-
cated that job satisfaction and motivation was lower for
health workers having turnover intentions than for those
not having turnover intentions.
Determinants of turnover intention
Table 3 shows the crude odds ratios for sociodemographic
and work-related factors associated with intention to leave
the current health facility. The district was significantly as-
sociated with turnover intention, with the odds of having
this intention being 5.11 times (95% CI: 2.05 to 12.73)
greater for health workers from Upper Manya Krobo thanfor health workers from Akwapim North (baseline). For
health workers from KwahuWest the odds were 1.87 times
(95% CI: 1.00 to 3.47) greater than for those working in
Akwapim North. Living away from one’s family (OR = 4.73,
95% CI: 2.45 to 9.15) and working in a health centre or
CHPS facility (OR = 2.02, 95% CI: 1.10 to 3.67) also in-
creased the odds, while being divorced or widowed (OR =
0.15, 95% CI: 0.04 to 0.52) decreased the odds of turnover
intention. Being between 40 and 49 years of age (OR = 0.15,
95% CI: 0.06 to 0.39) and 50 years of age or older (OR =
0.16, 95% CI: 0.07 to 0.36) considerably decreased the odds,
compared to those being younger than 30 years of age. Also
working longer than 5 years (OR = 0.12, 95% CI: 0.06 to
0.26) in the current health facility considerably decreased
the odds of intention to leave, compared to those working
only 1 year or less in the present health facility. With regard
to profession only the results for the health and ward assis-
tants were statistically significant at a 5% level. Members of
this cadre were considerably less likely of having turnover
intentions (OR = 0.23, 95% CI: 0.08 to 0.62) than the regis-
tered nurse workforce (baseline).
The effect of motivation and job satisfaction on turnover
intention
Table 4 shows the results of the multivariable logistic re-
gression including the overall motivation and job
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Table 3 Crude odds ratios (ORs) for the effect of sociodemographic and work-related factors on turnover intention
Sociodemographic and work-related factors OR 95% CI Pb
Female 1.08 0.53 to 2.21 0.824
Age group
< 30 years 1 − −
30 to 39 years 0.73 0.32 to 1.64 0.442
40 to 49 years 0.15 0.06 to 0.39 < 0.001a
≥ 50 0.16 0.07 to 0.36 < 0.001a
Marital status
Single 1 − −
Married 0.68 0.38 to 1.24 0.213
Divorced/widowed 0.15 0.04 to 0.52 0.003a
Living away from family 4.73 2.45 to 9.15 < 0.001a
Years working in current health facility
≤ 1 1 − −
> 1 and≤ 3 0.86 0.36 to 2.07 0.739
> 3 and≤ 5 0.80 0.29 to 2.21 0.667
> 5 0.12 0.06 to 0.26 < 0.001a
Profession
Registered nurses 1 − −
Doctors 1.23 0.28 to 5.44 0.777
Midwives 0.93 0.32 to 2.62 0.888
Auxiliary nurses 1.52 0.52 to 4.45 0.440
CHNs 2.19 0.87 to 5.53 0.096
Health/ward assistants 0.23 0.08 to 0.62 0.003a
AHW/Pharmacists 1.31 0.42 to 4.11 0.637
Type of facility
Hospital 1 − −
Health centre/clinic 2.02 1.10 to 3.67 0.022a
District
Akwapim North 1 − −
Upper Manya Krobo 5.11 2.05 to 12.73 < 0.001a
Kwahu West 1.87 1.00 to 3.47 0.049a
astatistical significance P < 0.05; bWald-test.
AHW: allied health worker; CHN: community health nurse; CHPS: Community-based Health Planning and Services.satisfaction scales as well as demographic and work-
related factors. Motivation (OR = 0.74, 95% CI: 0.60 to
0.92) and job satisfaction (OR = 0.74, 95% CI: 0.57 to
0.96) were both significantly associated with turnover
intention, indicating that health workers with higher
levels of motivation and job satisfaction were less likely
to having intentions to leave their current health facil-
ities. As we found in the univariable model, also work-
ing more than 5 years (OR = 0.08, 95% CI: 0.02 to 0.32)
in the present facility considerably decreased the odds
of having turnover intention. The odds of turnover
intention for health workers in Upper Manya Krobo
(OR = 5.92, 95% CI: 2.10 to 16.67) were almost 6 timesgreater than the odds for health workers in Akwapim
North, which resembled the result of the univariable
model. The odds of turnover intention for health
workers in Kwahu West (OR = 4.36, 95% CI: 2.00 to
12.31) increased in the multivariable model and were
around 4 times greater than for those working in Akwa-
pim North. Age, profession and type of health facility
were not significantly associated with turnover
intention.
Table 5 shows the results of the multivariable logistic
regressions for each of the dimensions of motivation and
job satisfaction controlling for demographic and work-
related factors. Odds ratios with significance below 1
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Table 4 Adjusted odds ratios (AORs) for the effect of motivation and job satisfaction on turnover intention
Risk determinants of turnover intention AOR 95% CI Pb
Motivation score 0.74 0.60 to 0.92 0.006a
Job satisfaction score 0.74 0.57 to 0.96 0.025a
Agec 0.91 0.71 to 1.16 0.444
Years working in current health facility
≤ 1 1 − −
> 1 and≤ 3 0.45 0.14 to 1.44 0.179
> 3 and≤ 5 0.55 0.16 to 1.90 0.348
> 5 0.08 0.02 to 0.32 < 0.001a
Profession
Registered nurses 1 − −
Doctors 1.32 0.24 to 7.38 0.751
Midwives 3.16 0.81 to 12.34 0.098
Auxiliary nurses 1.59 0.40 to 6.33 0.506
CHNs 1.9 0.40 to 9.04 0.418
Health/ward assistants 1.76 0.46 to 6.77 0.411
AHW/Pharmacists 1.02 0.24 to 4.29 0.975
Type of facility
Hospital 1 − −
Health centre/clinic 1.02 0.30 to 3.51 0.973
District
Akwapim North 1 − −
Upper Manya Krobo 5.92 2.10 to 16.67 0.001a
Kwahu West 4.36 2.00 to 12.31 0.001a
astatistical significance P < 0.05; bWald-test.
creported per five year increase in age.
AHW: allied health worker; CHN: community health nurse; CHPS: Community-based Health Planning and Services.indicated an increase in motivation and job satisfaction
and simultaneously a lower likelihood for intention to
leave. With regard to the dimensions of motivation sig-
nificantly associated with turnover intention, job satis-
faction (OR = 0.30, 95% CI: 0.12 to 0.73) and intrinsic
job satisfaction (OR = 0.32, 95% CI: 0.12 to 0.87) had the
lowest odds ratios, while burnout (OR = 0.59, 95% CI:
0.39 to 0.91) and general motivation (OR = 0.60, 95% CI:
0.38 to 0.96) had the highest odds ratios. Concerning the
dimensions of job satisfaction significantly associated
with turnover intention, satisfaction with tasks (OR =
0.34, 95% CI: 0.17 to 0.65) and morale (OR = 0.40, 95%:
0.20 to 0.83) had the lowest odds ratios, while satisfac-
tion with career development (OR = 0.56, 95% CI: 0.36
to 0.86) and workload (OR = 0.58, 95% CI: 0.34 to 0.99)
had the highest odds ratios.
Discussion
Our study in Ghana showed that motivation and job satis-
faction were significantly associated with turnover
intention and that higher levels of both reduced the risk
of health workers having this intention. Health workers inthe study districts achieved a good mean score of overall
motivation and a moderate mean score of overall job satis-
faction. Moderate mean scores were also achieved in most
of the motivational outcomes, but health workers rated
themselves generally positive in ‘timeliness and attend-
ance’ and ‘conscientiousness’. The good mean scores
achieved in these two areas, however, should be taken
with caution, as it is possible that they are subject to social
desirability bias in a way that respondents were reluctant
to denote themselves negative attributes, such as being in-
efficient or reporting late to work.
With regard to job satisfaction, health workers in the
study districts were least satisfied with their remuner-
ation, career development, management and work envir-
onment. Dissatisfaction with these determinants was
also reported in similar studies conducted in sub-
Saharan Africa in recent years [15,19,30,44,45]. Even
though health workers in Ghana belong to the best paid
in Western Africa [46], salary levels, including benefits,
are still regarded as being too low - a perception, which
is also shared by health workers in other parts of Ghana
[47,48].
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Table 5 Adjusted odds ratios (AORs) for the effect of job
satisfaction and motivation subscales on turnover
intention
Subscales AOR 95% CI Pc
Motivation subscales
Job satisfaction 0.30 0.12 to 0.73 0.008a
Burnout 0.59 0.39 to 0.91 0.017a
General motivation 0.60 0.38 to 0.96 0.034a
Organizational commitment 0.36 0.19 to 0.66 0.001a
Intrinsic job satisfaction 0.32 0.12 to 0.87 0.026a
Timeliness and attendance 0.95 0.44 to 2.03 0.885
Conscientiousness 0.63 0.18 to 2.28 0.483
Job satisfaction subscalesb
Remuneration 0.73 0.45 to 1.18 0.199
Career development 0.56 0.36 to 0.86 0.008a
Management 0.51 0.30 to 0.84 0.008a
Work environment 0.88 0.49 to 1.59 0.675
Workload 0.58 0.34 to 0.99 0.047a
In-service training 0.83 0.53 to 1.33 0.453
Tasks 0.34 0.17 to 0.65 0.001a
Supervision 0.59 0.33 to 1.05 0.072
Morale 0.40 0.20 to 0.83 0.013a
astatistical significance P < 0.05; cWald-test.
ball subscales refer to satisfaction with the dimensions under review;
cWald-test.Concerning dissatisfaction with career development, it
was suggested that this has much to do with the current
promotion practices in Ghana which seem to favour
health workers from the urban centres over those from
rural areas [18,30]. In a qualitative study conducted by
Snow et al. [49] in Ghana, health workers also men-
tioned disadvantages in career development as a major
disincentive to accept postings to rural areas. Dissatisfac-
tion with the work environment was mainly related to
the availability of medical and technical equipment and
the condition of workplaces. Agyepong et al. [30]
stressed the lack of essential tools and equipment as be-
ing among the major workplace obstacles for health
workers in the public health sector. They suggest, how-
ever, that this has less to do with the absolute unavail-
ability of resources, but rather with a lack of awareness
and with capacity regarding supplies management and
maintenance.
Health workers achieved a good mean score with re-
gard to intrinsic job satisfaction, such as believing that
the own work is valuable, or that something worthwhile
is accomplished in the job. According to Franco et al.
[24], these factors belong to the higher-order motivating
factors, meaning factors that stimulate worker motiv-
ation even in the absence of extrinsic rewards. Intrinsic
job satisfaction primarily impacts on motivation, whenextrinsic needs, such as good working conditions or a
satisfactory salary, have been met, but also when the
work is intrinsically rewarding, for instance, when it pro-
vides high social recognition or recognition of achieve-
ment by supervisors or colleagues. In other words, being
intrinsically satisfied with one’s job may also lead to im-
proved motivation even when health workers are not
satisfied with extrinsic work-related factors. This offers
an explanation as to why overall motivation was rather
good even though health workers were dissatisfied with
extrinsic factors, especially with regard to their remuner-
ation, career development and work environment.
Although satisfaction with remuneration was low
among the surveyed health workers, it had not been iden-
tified as a determinant of turnover intention in this study.
In Ghana’s public health sector there is no difference in
base salaries between urban or rural areas. In addition, im-
plementation of monetary and non-monetary incentives
for health workers working in rural and remote areas have
been seriously neglected by the government, even though
experiments with such schemes, such as deprived area al-
lowances and car incentives, have been conducted [50,51].
Because remuneration often remains the same also when
health workers are transferred to other health facilities, re-
muneration alone does not seem to provide the necessary
condition for health workers in Ghana having turnover in-
tentions. This assumption is supported by Antwi and
Philips [52] who found that salary in Ghana is only a de-
terminant of attrition for those health workers who seek
employment abroad.
The results in our univariate analysis showed that be-
ing a health/ward assistant, aged older than 39 years of
age, and working more than 5 years in the current health
facility decreased significantly the odds for turnover
intention. Health/ward assistants are typically recruited
locally and it can be assumed that older health workers
are often able in the course of their professional career
to get posted close to their spouses, children and/or
other family members. Thus, these categories of health
workers are often rooted around the workplace through
social and family relations and, in consequence, may
have a strong rationale to keep their workplace. This
was supported by the finding that the odds of having
turnover intentions were much higher for health
workers who lived separated from their families.
In our multivariate analysis, however, age and the
health/ward assistant category were no longer signifi-
cantly associated with turnover intention. We also did
not find statistical evidence for differences in turnover
intention among the other surveyed categories of health
workers. Although there are a number of studies on
turnover intention and turnover that involved different
categories of health workers in sub-Saharan Africa
[45,53-55], we have identified only two studies that
Bonenberger et al. Human Resources for Health 2014, 12:43 Page 10 of 12
http://www.human-resources-health.com/content/12/1/43assessed the association between turnover intention and
different cadres in this region through regression ana-
lysis, but the authors also did not find evidence for dif-
ferences in this intention in their multivariate analyses
[21,56]. However, we did find evidence for the associ-
ation between turnover intention and district as the
place of work. The risk of health workers having turn-
over intentions was greatest in Upper Manya Krobo,
which is an underdeveloped rural and remote district.
This finding adds to the evidence that health workers
are reluctant to work in such areas, especially in coun-
tries with insufficient rural incentive schemes, which has
led to the current imbalance of health workers in favour
of urban centres in many parts of the world [57,58].
With regard to HRM, the ‘decision space’ of district
health managers is limited in Ghana, as key factors for
retention, such as salary, access to further education and
promotions are under the authority of the national and
regional administration. However, district managers do
have a role to play: they recommend district staffs for
study courses and promotions to their superiors, which
both usually lead to higher salaries after completion. Be-
side recommendations, it is in the authority of district
managers to decide on intra-district postings, to conduct
supervision and performance appraisals, and to conduct
in-service training [59-62]. Evidence compiled by the
WHO [1] suggests that these ‘decision spaces’, if per-
formed effectively, positively influence workplace stabil-
ity through improved motivation and job satisfaction.
Our findings, therefore, suggest that many of the iden-
tified motivational outcomes and job satisfaction deter-
minants significantly associated with turnover intention
can be influenced by DHMTs. Such factors include job
satisfaction, organizational commitment, and satisfaction
with management, career development, workload, tasks,
and morale. For instance, regular in-service training that
focuses on the expressed needs of rural health workers
does not only improve staff competence, but it enables
health workers to achieve personal goals of career ad-
vancement, increases morale and organizational com-
mitment through an improved sense of belonging, and
may contribute to reduce workload [1,11,14,29]. Moran
et al. [63] also found in a recent review on health worker
support strategies that access to in-service training con-
tributes to confidence in practicing in rural and remote
areas, strongly alleviates professional isolation, and im-
proves retention. Another example is supportive supervi-
sion, which is regarded as a key element of HRM for
improving motivation, job satisfaction, performance and
retention in rural areas [3,11,12].
The position of the District Director of Health Ser-
vices is ideally held by purpose-trained administrative
personnel with qualifications in management and public
health. In Ghana, however, many district directors lackthese qualifications, as they are often clinicians who did
not receive formal management and leadership training
[59]. Furthermore, many DHMTs in rural areas are se-
verely understaffed and frequently lack HR officers and
other essential managerial staffs, whose tasks are carried
out by present team members in addition to their own
duties. As a consequence, rural DHMTs in Ghana often
lack the skills as well as the capacity to adequately man-
aging their districts, which is reflected in the motivation
and job satisfaction outcomes described in our study.
Limitations
This study was designed as a cross-sectional study of
health worker motivation, job satisfaction and turnover
intention, and thus provides only a snapshot of health
workers’ perspectives at one point in time. The causal
relationships between motivation, job satisfaction, and
turnover intention, therefore, cannot be further investi-
gated with a cross-sectional design. The data might also
be affected by moderacy bias as well as social desirability
bias, because extreme answers to questions were regu-
larly avoided and some results indicated that respon-
dents might have had a tendency to answer questions in
a way that would be viewed favourably by the inter-
viewer. In addition, our decision to not follow up health
workers who had been absent from their workplaces
during data collection might have introduced selection
bias, because those could have been the less motivated
and less satisfied staff.
Conclusions
This study has demonstrated the link between motiv-
ation, job satisfaction and turnover intention in Ghana.
Although the HR ‘decision spaces’ at district level in
Ghana are limited, our findings indicate that adequate
HRM may have the potential to influence motivation
and job satisfaction, which in turn will make health
workers more likely to remain at their current position.
However, district managers in Ghana have typically
undergone clinical training and had only limited expos-
ure to general management and HRM. In consequence,
there is a need for specific trainings and capacity build-
ing measures in this area so that district managers can
adequately cope with the requirements and daily tasks of
the position they hold.
So to increase motivation and job satisfaction of health
workers, district managers should give emphasis on an en-
abling environment for example through listening to and
acting on staff problems and priorities or fostering team
building. They may also engage in assisting the career
planning and paths of their subordinates. In-service train-
ing that is focused on the expressed needs of health
workers should be conducted. A supportive supervision
system should also be developed that includes experienced
Bonenberger et al. Human Resources for Health 2014, 12:43 Page 11 of 12
http://www.human-resources-health.com/content/12/1/43and dedicated health workers as supervisors. As such
measures are promising in terms of improving motivation
and job satisfaction, it is, therefore, worth strengthening
HRM skills at district level and supporting district health
managers to implement retention strategies.
Additional files
Additional file 1: Motivation: constructs, items and item mean
scores.
Additional file 2: Job satisfaction: constructs, items and item mean
scores.
Abbreviations
AHW: allied health worker; AOR: adjusted odds ratio; CHAG: Christian Health
Association of Ghana; CHN: community health nurse; CHPS: Community-
based Health Planning and Services; DHMT: District Health Management
Team; GHS: Ghana Health Service; HR: human resource; HRM: human
resource management; HS: health system; JDI: Job Descriptive Index;
LMICs: low- and middle-income countries; LSTM: Liverpool School of Tropical
Medicine; MJS: Measure of Job Satisfaction; OR: odds ratio; WHO: World
Health Organization.
Competing interests
The authors declare that they have no competing interests.
Authors' contributions
MB designed and implemented the study, performed the statistical analysis,
and drafted the manuscript. MA and PA participated in the design of the
study, contributed in its implementation, and commented on draft versions
of the manuscript. KW participated in the design and coordination of the
study and helped to draft the manuscript. All authors read and approved the
final manuscript.
Acknowledgements
We would like to thank all health workers who have taken their time to
respond to our questions and have made available their precious time. We
also thank Phillipina Ashietey for her contribution in implementing the study,
and Francis A Kwakye and Bright Kyei for their participation in the data
collection. We are grateful to Helen Prytherch for her valuable comments
and suggestions on a draft version of the manuscript and to Christian
Schindler for the statistical support. This study was funded by the European
Commission FP7 Framework. MB received additional funds by the Freiwillige
Akademische Gesellschaft (FAG) Basel, Switzerland. This financial support is
highly acknowledged.
Author details
1Swiss Centre for International Health, Swiss Tropical and Public Health
Institute, Socinstrasse 57, Basel 4002, Switzerland. 2University of Basel, Basel,
Switzerland. 3School of Public Health, University of Ghana, Legon, Ghana.
Received: 13 March 2014 Accepted: 31 July 2014
Published: 9 August 2014
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doi:10.1186/1478-4491-12-43
Cite this article as: Bonenberger et al.: The effects of health worker
motivation and job satisfaction on turnover intention in Ghana: a cross-
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