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    Between pride and frustration: why committed public healthcare workers consider exiting
    (Emerald Publishing Limited, 2026-01-01)
    This study examines why healthcare professionals in public hospitals may still express intentions to leave their organizations despite reporting favorable levels of workplace well-being and affective commitment. It introduces ambivalent identification as a mediating mechanism that helps explain turnover intention in the public sector. Design/methodology/approach Drawing on the job demands–resources model and social identity theory, survey data were collected from 520 administrative and healthcare personnel in two Colombian public hospitals. Partial least squares structural equation modeling (SmartPLS) was used to test the relationships among workplace well-being, affective commitment, ambivalent identification, and turnover intention. Findings Results show that workplace well-being and affective commitment are negatively associated with ambivalent identification, while ambivalent identification is positively related to turnover intention. Mediation analyses confirm that ambivalence transmits the effects of well-being and commitment on turnover intentions. These findings highlight that even committed and engaged employees may consider leaving when organizational identification is marked by unresolved tensions. Originality/value The study advances public management research by integrating ambivalent identification into turnover models, extending the job demands–resources framework, and applying social identity theory to a Latin American public healthcare context. It highlights identity-based mechanisms that help explain why traditional retention resources may be insufficient in public hospitals and offers practical guidance for managers seeking to detect and address ambivalence to strengthen workforce stability.
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    Ambivalent identification: the role of job performance in strengthening organizational identification in healthcare settings
    (Emerald Publishing Limited, 2025-11-10)
    PURPOSE: This study examines the direct impact of job performance on organizational identification and the mediating role of ambivalent identification among hospital employees. The aim is to provide a deeper understanding of how high-performing employees influence organizational identification, integrating both positive and negative experiences. DESIGN/METHODOLOGY/APPROACH: Data were collected from employees across three hospitals in Colombia and Argentina. The research utilized regression analysis and structural equation modelling (SEM) to test the proposed relationships between job performance, ambivalent identification and organizational identification. Multigroup SEM was used to assess differences by control variables. FINDINGS: The study reveals that job performance significantly influences organizational identification, a relationship scarcely explored in prior research. Ambivalent identification serves as a crucial mediator, offering a novel perspective on how employees' mixed feelings towards their organization impact their overall identification. This dual role of ambivalent identification highlights the complex interplay between job performance and organizational outcomes, emphasizing the importance of managing both positive and negative employee experiences. Including ambivalent identification as a mediator increases explained variance in organizational identification by 18%. ORIGINALITY/VALUE: This research breaks new ground by investigating the relatively unexplored pathway from job performance on organizational identification, incorporating ambivalent identification as a mediating variable. The use of the JD-R model to frame this relationship offers a comprehensive understanding of the dynamics involved, demonstrating the dual effects of job demands and resources on organizational outcomes. This study not only expands the theoretical understanding of these constructs but also provides practical implications for managing employee performance and organizational identification in the healthcare sector.
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