WORKPLACE FLEXIBILITY AND EMPLOYEE RETENTION: EXPLORING THE MEDIATING ROLE OF WORK–LIFE BALANCE AND THE MODERATING ROLE OF ORGANIZATIONAL SUPPORT

Abstract

This study investigates the impact of workplace flexibility on employee retention among female medical doctors, with a focus on the mediating role of work–life balance and the moderating role of organizational support, addressing the persistent challenge of retaining skilled women physicians in healthcare systems facing burnout and turnover. Using a cross-sectional survey of 400 female doctors from public and private hospitals across major cities, stratified random sampling ensured representation across specialties, and validated scales measured workplace flexibility, work–life balance, organizational support, and retention. Data analyzed through structural equation modeling (SEM) and Hayes’ PROCESS macro revealed that workplace flexibility positively predicts retention, with work–life balance serving as a significant mediator, while organizational support amplifies both direct and indirect effects, underscoring the importance of supportive organizational climates. Grounded in Best Fit Theory, the findings advance theory by validating the direct effect of flexibility, identifying work–life balance as a key mechanism, and highlighting organizational support as a contextual enhancer, thereby enriching person–organization fit literature. Practically, the study emphasizes that workplace flexibility should be institutionalized as a strategic workforce policy, complemented by organizational support to mitigate burnout, promote gender equity, and ensure sustainable retention of female physicians. As one of the first studies to integrate these constructs in a unified framework, it offers both theoretical clarity and actionable insights for healthcare leaders and policymakers seeking to strengthen a resilient, inclusive, and sustainable healthcare workforce.