Workplace spirituality, learning organization practices and organizational commitment among medical doctors in Pakistan

The purpose of this study is to explore workplace spirituality, learning organization practices and organizational commitment among medical doctors in Karachi, Pakistan. The study determines the level of these practices with a detailed insight on if the practices differ among medical doctors in public and private sector hospitals. This study further investigates the direct relationship of workplace spirituality and learning organization practices with the affective, continuance and normative forms of organizational commitment. The study entails a non-experimental research design and a quantitative approach towards data collection and analysis. A field survey method was used to collect the primary data from medical doctors working in teaching hospitals in Karachi, Pakistan. A total of 364 questionnaires were equally distributed among public and private sector teaching hospitals. However, a set of 261 was used for final analysis. Data was analyzed by using descriptive statistics, Mann–Whitney U test, correlation and multiple regression analysis. The findings disclosed a moderate to moderately high level of workplace spirituality, learning organization practices and all the three forms of organizational commitment. The medical doctors in private sector hospitals exhibited a relatively higher level of these practices as compared to medical doctors working in public sector hospitals. The results of correlation and multiple regression analysis revealed that the workplace spirituality and learning organization practices would lead to better affective and normative commitment among medical doctors. The results are promising and negate much of the earlier work on the proposed relationships. Previously, less was understood on practical application of workplace spirituality and learning organization practices in medical vocation. Therefore, this empirical study has significantly contributed to the body of knowledge and considered a pioneer work in context of Pakistan. The findings suggest strong managerial implications and new directions to the practices of attracting, developing and retaining medical doctors in Pakistan.