Exploring the differential impact of individual and organizational factors on organizational commitment of physicians and nurses

Table 3 Effect of organizational structures based on occupational groups^a

	Affective organizational commitment^b
Organizational support (from leader)	0.141
Organizational support (from leader)	(0.125)
Organizational support (from leader) X nurse	0.274*
Organizational support (from leader) X nurse	(0.121)
Organizational autonomy in decision-making	0.0657
Organizational autonomy in decision-making	(0.137)
Organizational autonomy in decision-making X nurse	0.377**
Organizational autonomy in decision-making X nurse	(0.132)
Organizational autonomy in work methods	0.00131
Organizational autonomy in work methods	(0.192)
Organizational autonomy in work methods X nurse	0.617***
Organizational autonomy in work methods X nurse	(0.187)
Organizational autonomy in work scheduling	0.117
Organizational autonomy in work scheduling	(0.150)
Organizational autonomy in work scheduling X nurse	0.355*
Organizational autonomy in work scheduling X nurse	(0.146)
Perceived quality of care in organization	0.0178
Perceived quality of care in organization	(0.148)
Perceived quality of care in organization X nurse	0.591***
Perceived quality of care in organization X nurse	(0.145)
Observations	1444

^aOnly those results are shown where significant differences in the effect of organizational structures on affective organizational commitment between occupational groups were found. All models include respective main effects and are adjusted for personal characteristics (executive position, gender, age, professional experience in hospital and respective unit, and employment status); ^b Unstandardized beta coefficients, standard errors in parentheses; *p < 0.05, **p < 0.01, ***p < 0.001

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