# Towards Differentiated Management: The Role of Organizational Type and Work Position in Shaping Employee Engagement Among Slovak Healthcare Professionals

## TL;DR

This study shows that employee engagement in Slovak healthcare varies based on organizational type and job position, suggesting the need for tailored management strategies.

## Contribution

The study empirically confirms that a one-size-fits-all approach to employee engagement in healthcare is ineffective and proposes differentiated management strategies.

## Key findings

- Three antecedent factors of engagement were identified: organizational commitment, meaningful involvement, and organizational citizenship.
- Factor 1 was positively perceived in public and mixed organizations but negatively in private ones.
- Factor 2 showed significant differences based on work position, with management and nurses rating it negatively.

## Abstract

Background/Objectives: Employee engagement is fundamental for the quality and sustainability of the Slovak healthcare sector. While the concept is critical, its operational challenges lie in the differentiated perception of its drivers across the highly heterogeneous workforce. This study aimed to empirically identify and structure the key antecedent factors of engagement and examine their perception based on structural and sociodemographic characteristics among healthcare workers in Slovakia. Methods: This research employed a quantitative, cross-sectional design, utilizing a self-administered questionnaire distributed widely among healthcare providers throughout Slovakia. To achieve the study’s objectives, several advanced mathematical and statistical methods were applied: the Kaiser-Meyer-Olkin (KMO) Measure and Bartlett’s Test for sample adequacy, Principal Component Analysis (PCA) for empirical factor structuring and Analysis of Variance (ANOVA). Results: Three common antecedent factors for healthcare workers’ engagement and well-being were identified: Factor 1—Organizational Commitment and Identity; Factor 2—Meaningful Involvement and Job Satisfaction; and Factor 3—Organizational Citizenship and Retention Intent. Factor 1 was evaluated positively in public (state-owned) and mixed organizations but negatively in private healthcare providers, confirming a statistically significant difference. Factor 2 also exhibited significant differences based on work position: it was negatively rated by management, physicians, and nurses, but positively by other staff categories. Conclusions: The contribution of this study lies in the empirical confirmation that a universal managerial approach to increasing employee engagement in Slovak healthcare is ineffective. A differentiated managerial approach based on organizational type and work position directly supports the transition from blanket, expensive, and ineffective HR policies to strategic and targeted engagement management, which is essential for the long-term sustainability and improvement of care quality in Slovak healthcare.